“All managers should be leaders‚ but not all leaders should be managers.” Do you agree or disagree with this statement? Support your position. Yes‚ I agree about that. Let’s talk about what is manager and what is leader first? Manager is someone who coordinates and oversees the work of other people so that organization goals can be accomplished. Leader is someone who can influence others and who has managerial authority. There is difference between leaders and managers. Managing is about efficiency
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Strategy Management Q 1). What are the industry ’s dominant economic features? Ans: India is second largest biscuit manufacturer in the World after USA and has a turnover of around 8000 crores. Our product is Parle-G. The main economic features are – * It is a very price sensitive industry. Relatively low pricing products * The Industry is now facing problems from increase in raw material prices. With the Governments introduction of VAT at 12.5%‚ margins have had pressure. * Access
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-]How Managerial Accounting Adds Value to the Organization (See related pages) | | | Managers need information for all of the managerial activities described in the preceding section. That information comes from a variety of sources‚ including economists‚ financial experts‚ marketing and production personnel‚ and the organization’s managerial accounting system.Objectives of Managerial Accounting Activity List and describe five objectives of managerial accounting activity. | Managerial accountants
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Project on: Parle Glucose (parle G) Parle products Submitted by: Kunal R. Doctor. Email : kunalrulz@hotmail.com‚ kunal_doctor@yaho.co.in Class: Fybms Division: A Roll. no.: 14 Submitted to: Prof. Parasuram INDEX • INTRODUCTION • PARLE BISCUIT STORY • THE STRENGHT OF BRAND • THE QUALITY COMMITENT • THE MARKETING STRENGTH • THE CUSTOMER CONFIDENCE • PARLE G - THE EVOLUTION!!! • IMPORT - EXPORT • VARIOUS
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------------------------------------------------- PASSWORDS * Special Passwords In versus mode‚ enter the following info to get the desired effect: Effect | Password | Boss: High Abbott (appears in invisible box in lower right-hand corner) | J Rubin‚ Jan 6 1970 | Boss: Kull (appears in invisible box in lower right-hand corner) | A Gavin‚ Jun 11 1970 | Character: Black Dragon | Eyvern‚ March 9‚ 1927 | Character: Gulab Jamun | Gulab‚ February 29‚ 1900 | Character: Major Trouble |
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Avenue‚ Diliman‚ Quezon City 1101 Telephone 63-2-4261515 Email oasis@upou.edu.ph First edition‚ 1998 Relayout July 2007 Layout by Helen M. Creer Printed in the Philippines Preface Welcome to the distance mode offering of Computer Science G‚ Introduction to Management Information Systems. This text was written with the aim of introducing the concepts of Management Information Systems. Management Information Systems (MIS) is the application of information technology to organizational and
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THE MANAGER: OMNIPOTENT OR SYMBOLIC? How much affect does a manager inflict on an organization’s outcome? There exist two traditional views about this question. * OMNIPOTENT VEIW OF THE MANAGER: According to this view‚ the manager has the ultimate power. They are held responsible for the success or failures of the entire organization. * SYMBOLIC VEIW OF MANAGEMENT: As per this view‚ the outcomes of the organizations are basically influenced by the external factors‚ whereas the
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attract‚ retain and motivate high performing individuals‚ in order to fulfill its objective to make Factory A state-of-the-art factory. The process of introducing those changes is hampered by the flux in the Russian pay market and by the General Manager of Factory A‚ Wilton Winchester‚ who is rather short-sighted‚ uncooperative and is opposing the planned changes at the factory. Analysis Nadler and Tushman proposed four types of change situations: Tuning‚ Adaptation‚ Re-orientation‚ Re-creation
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Design/methodology/approach – The paper is based on research completed for CIPD by The Kingston Engagement Consortium drawing on both quantative and qualitative data collected from member companies over a six-year period of study. Findings – The paper argues that managers need a deeper understanding of how employees are engaging with their work to effectively leverage performance through engagement. It finds that despite much work on engagement‚ the issues of with what and at what level people are engaging is still
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Ind- individual twd- toward edu- eduation inst- institution sci- scientific/scientist Chapter One: Sociology is the scientific study of social life‚ social change‚ and the social causes and consequences of human behavior Humans are social by nature Environment affects us (dad) Individual beliefs derive from social groups Ind can shape groups but groups provide rules and expectations for individuals To survive groups must adapt to changes in social and physical environment Conflict between
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