activities to achieve desired outcomes. A manager is someone who works with and through other people by co-ordinating their work activities to accomplish organisational goals. (Robbins‚ Stagg‚ Coulter‚ 2003‚ p.10) This definition states‚ the fundamental responsibility of a manager‚ is to accomplish the organisations objectives by ’getting things done through people’. There are however several ways of conceiving managerial responsibilities‚ as a ’manager’ can be viewed from many different positions
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supported or base-lined hardware‚ network‚ software‚ application or system that does not have a significant impact to the business – hence do not require prior approval. This could be the PC installations‚ new user registration‚ password resets‚ etc. A Change (Request for Change) is changes applied to the business infrastructure. This could be the addition‚ modification or removal of approved‚ supported or base-lined hardware‚ network‚ software‚ application‚ environment or system. Requests for Change
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unit’s core competencies and resources‚ together with the customer and competitive characteristics of its industry‚ determine the viability of any particular competitive strategy. 3. Most SBUs pursue a single competitive strategy—one that best fits their market environments and competitive strengths—across all or most of the product-markets in which they compete. A. Generic Business-Level Competitive Strategies 1. Michael Porter distinguishes three strategies that businesses pursue to gain and
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planning‚directing‚organizing‚staffing‚motivating and controlling to achieve the set organizational goals. In addition to the above management functions operation managers perform many other activities as given below. 1. Facility location and lay out design-The facility location activity involves the decision of the location for the facility‚manufacturing unit or service outfit‚geographically.The layout design determines how the internal facilities (departments‚equipments‚service stations
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Eight things that I found interesting in learning about Hinduism is their deities‚ Reincarnation‚ Samsara‚ their four goals‚ Philosophical Hinduism‚ Devotional Hinduism‚ their trinity‚ and Puja. The first thing I found interesting was the deities in Hinduism. They worship about 330 million gods through different paths (margas)‚ disciplines (yogas)‚ and philosophies (darshanas). While they worship so many gods‚ most Hindus pay homage to Ganesha‚ the god of good luck. Their other deities appear as
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Leaders and Managers Before I begin to discuss about leaders and managers‚ management and leadership need to be defined. According to Jones & George‚ management is defined as “the planning‚ organizing‚ leading and controlling of human and other resources to achieve organizational goals efficiently and effectively. (cited in Jones & George‚ 2007‚ p. 5). Thus a manager plans‚ organizes‚ leads and controls the assets of an organization. As stated by the previous definition‚ leadership is a part
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EIGHT BASIC EFFORT ACTIONS: LABAN’S MOVEMENT THEORY Terms: 1. Kinesphere: space within our reach‚ or our personal space. It moves with you as you travel. 2. Dimensions: a. Up-down (high‚ middle‚ deep) b. Left-right c. Forward-backward d. Diagonal 3. Flow of Movement: a. Bound flow – can be stopped at any time (pause). b. Free Flow – difficult to stop suddenly. 4. Space: Movement can be linear (direct) or curved (flexible). 5. Time: Time can be very personal
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From Five Zero Four to Nine Eight Five As I laid down a long piece of masking tape on the last moving box‚ I thought back on my life living in New Orleans that was focused mainly around my friends. I though back to myself about all the lies I had told my parents about where I would be in the large‚ drunken‚ crime-filled city. Every morning I would rapidly throw the heavy‚ soft‚ fur blanket off over my body while a sharp nasally pitched voice was yelling‚ “Raegan! Get your lazy butt out of that
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In this reading‚ the author answers the basic question‚ What do managers do? Contrasting the myths with the facts‚ he examines the various interpersonal‚ informational‚ and decisional roles of managers. He also provides prescriptions for more effective management‚ along with a list of questions for self-study. He then discusses the importance of training managers to manage. The author has included a retrospective commentary in which he discusses the diverse reactions to the reading since it was
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The Step Not Taken Have you ever been through a situation where it changed your perspective on how you see things? Or even changed you as a person? This is called an ‘archetype.’ This is seen to shape the behaviour‚ belief‚ and identity of an individual and community. This can also be called an ‘epiphany’ which is a moment of sudden understanding‚ clarity‚ insight‚ or illumination that has a lasting impact on an individual and shapes his or her identity. That is exactly what
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