Concept of Educational Management A. Meaning of Educational Management Management is the process of planning‚ organising‚ directing‚ controlling and evaluating to accompish predetermined objectives of an institution through coordinated use of human and material resources. Management is the Art/Science of:- Getting work done. With the help of other people Within the given budget Within the given deadlines Management as an academic discipline refers to‚‖ substantive body of knowledge
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individuals. c. Individuals are always outperformed by groups. d. Individuals tend to be more accurate. e. Groups are more accepting of the final decision. 2. Which of the following factors WOULD NOT influence an organisation to have a higher degree of centralisation? a. Decisions are significant. b. Company is large. c. Organisation is facing a crisis. d. Company is geographically dispersed. e. Environment is stable. 3. What type of team operates without meeting face to face? a. self-directed b. temporary
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University Of Anglia Ruskin Report on Google and Yahoo comparing both companies in relation to: - Organisational structure and design - Approach to management and leadership Word Count: 3000 SID: 1105684 Contents • Introduction……………………………………………………………………3 • Organisational structure and design……………………………………….4-6 • Approach to management…………………………………………………..6-7 • Conclusion……………………………………………………………………...7 • References……………………………………………………………………
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Amity Centre for eLearning Assignment ProgramSemesterSubject Name : Permanent Enrollment Number (PEN) : Roll Number (SEN) Student Name : : INSTRUCTIONS a) Students are required to submit all three assignment sets. ASSIGNMENT DETAILS MARKS Assignment A Five Subjective Questions 10 Assignment B Three Subjective Questions + Case Study 10 Assignment C Objective Questions 10 b) Total weightage given to these assignments is 30%. OR 30 Marks c) All assignments are to be completed as typed
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Functional and dysfunctional conflict in the context of marketing and sales By Graham R Massey & Philip L Dawes Working Paper Series 2004 Number ISSN Number WP009/04 1363-6839 Professor Philip L Dawes Professor of Marketing University of Wolverhampton‚ UK Tel: +44 (0) 1902 323700 Email: P.Dawes@wlv.ac.uk Functional and dysfunctional interpersonal conflict in the context of marketing and sales Copyright © University of Wolverhampton 2004 All rights reserved. No part of this
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Chapter 1- Managers and Management Who are managers and where do they work? Managers work in organizations which can be defined as a “deliberate arrangement of people to accomplish specific purpose.” Three common characteristics of organizations Goals distinct purpose People achieve purpose through people Structure systematic; defines limits and behaviours of members. Non-managerial employees no responsibility for others‚ work on distinct task. Mangers direct and oversee activities
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CASE 1 (a) What was the critical catalyst that led Kodak to start taking the Japanese marketseriously? Kodak: The Changing StrategiesBy 2000‚ Kodak‚ the company thatpioneered the imaging industry byinventing easy-to-use cameras andphotographic film‚ was in deep crisis. Withthe advent of digital cameras in the mid1990s‚ Kodak found its sales declining asconsumers preferred the new cameras‚which did not use films. The growingpopularity of digital cameras led to a slumpin film sales‚ which was a major
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Question 1: Market Analysis and Market Entry Strategies (35 Marks) By analysing Market analysis‚ factors affecting competitive rivalry: this is one of the factors emerging from the Porters five forces model can help in strategic development issues such as Differentiation: providing quality products and services when compare to the others‚ such as whole foods store in London positioned itself as a food retailer emphasising fresh and organic food‚ access to distribution channels: this helps in market
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MANPOWER PLANNING REPORT ON "HUMAN RESOURCE INFORMATION SYSTEM" SUBMITTED TO:- SUBMITTED BY:- Mrs. ANU JHAMB SUGANDHA UM10109 10th SEM CONTENTS 1. HISTORY OVERVIEW ............................3 2. INTRODUCTION/ABSTRACT ............................3 3. DEFINITION OF HRIS .....................................................................4 4.KEY QUESTIONS TO CONSIDER .................................................4 5. EFFECT OF HRIS ON HRM
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outlines how authority is distributed amongst staff‚ departments and divisions. (Hill‚ Jones‚ Galvin & Haidar‚ 2007). There are two primary formats used to distribute authority across an organisation; decentralisation‚ where the authority is delegated to middle and lower levels managers; and centralisation‚ where authority is retained by higher level managers. In a decentralised organisation managers are located at different levels of the organisational structure‚ sharing responsibility for decisions
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