2a. Describe the three primary managerial attributes: technical competence‚ social and human skills and conceptual ability. Discuss how their importance varies with the type and level of manager’s job. (10m) The three primary managerial attributes were introduced by Robert L Katz. Whilst social and human skills are required through all levels of managements‚ the amount of technical competence and conceptual ability required by a manager varies at different levels of management due to the nature
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of resources in ways that helps an organization achieve its goals. In the content we shall be describing the six managerial competencies‚ going into detail and also relating them to an individual’s personality. These managerial competencies are: communication‚ planning and administration‚ self-management‚ strategic action‚ global awareness and team work competency. All these managerial competencies are also an aspect of our daily lives‚ in discussion we will examine these competency’s strengths and
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The Emerald Research Register for this journal is available at http://www.emeraldinsight.com/researchregister JMD 22‚8 The current issue and full text archive of this journal is available at http://www.emeraldinsight.com/0262-1711.htm Managerial work roles in Asia An empirical study of Mintzberg’s role formulation in four Asian countries 694 Received July 2002 Revised December 2002 Accepted December 2002 Cecil A.L. Pearson Murdoch University‚ Murdoch‚ Perth‚ Australia‚ and
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amounts which are set aside out of the profits for a specific purpose e.g. provisions for bad debts‚ doubtful debts or depreciation‚ etc. These provisions are made in view of some expected events. Any expected loss in the future relating to the current accounting period must be charged (i.e. debited) to the profit and loss account of the current period. Similarly‚ any expected gain in the future relating to the current year must be credited to the profit and loss account of the current year. N
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National Education Pathway. Journal of Educational Management and Leadership. Barth‚ R.S. (2000). The Teacher Leader. Providence‚ RI: The Rhode Island Foundation. Bass‚ B. M. (1990). Bass & Stogdill’s Handbook of Leadership: Theory‚ Research & Managerial Applications (3rd Ed.) Bass‚ B.‚ & Avolio‚ B. (1991). Improving Organizational Effectiveness Through Transformational Leadership. Blasé‚ J.‚ & Blasé‚ J. R. (1994). Empowering Teachers: What Successful Principals Do. California: Corwin Press‚ Inc
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Indian entrepreneurs Hall of fame Aniruddha Dange‚ CFA Head of India Research aniruddha.dange@clsa.com (91) 2256505060 Anshu Govil (91) 2256505059 February 2006 India Strategy Our Indian entrepreneurs Anand Mahindra Anil Agarwal Dhirubbhai Ambani Dilip Shanghvi Ekta Kapoor Gautam Thapar Jignesh Shah Kiran Mazumdar Shaw Kishore Biyani NR Narayana Murthy Raghav Bahl Rajiv Bajaj Rajiv Mody Sanjay Labroo Sanjiv Bajaj Tulsi Tanti Vijay Mallya Banking on people Going beyond numbers
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Cost‚ Volume‚ and Profit Cost-Volume-Profit (CVP) analysis is a managerial accounting tool that expresses the simplified relationship between cost‚ volume‚ and profit (or loss). CVP analysis is based on several factors and assumptions and uses a formula to express the relationship by equation or graphically and can be used with great effect by managers who understand the limitations of the analysis. Cost-Volume-Profit (CVP) analysis is a managerial accounting tool that expresses the simplified
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ASSIGNMENT BMMF5103 MANAGERIAL FINANCE 15 July 2013 QUESTION 1 a) Maximizing shareholder wealth is a “moral imperative” for financial manager means managers are supposed to work for shareholders who are the actual owners of a company or corporation. Shareholders elect company directors who in turn hire managers to run the company on day to day basis with the view to make profit for the company. Managers are paid for their services rendered to
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includes Analytical‚ Creative and Initiative skills. It helps the manager to identify the causes of the problems and not the symptoms. It helps him to solve the problems for the benefit of the entire organisation. It helps the manager to fix goals for the whole organisation and to plan for every situation. According to Prof. Daniel Katz‚ conceptual skills are mostly required by the top-level management because they spend more time in planning‚organising and problem solving. 2. Human Relations Skills
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Term Paper Managerial Success Productivity is the essence of any work environment. Despite the type or arena of employment; workers produce something whether it is an object or an intangible item. Many occupational tasks are manual‚ clerical‚ or intellectual. Despite which type of task; a manager is responsible for the product‚ which is a large responsibility. Such responsibility necessitates skills such as goal setting‚ planning‚ implementing‚ and controlling. These four skills dictate the
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