Learn the fundamentals, practices and models of intellectual capital management with this essential resource. Providing a business-oriented, critical review of the definitions, practices, tools and models that are available today, its approach enables you to understand and retain the cutting-edge issues in the emerging field of intellectual capital management.
Define management and managers, and characterise their importance to organisations
•Identify and briefly explain the four basic management functions in organisations
•Describe the kinds of manager found at different levels and in different areas of the organisation
•Identify the basic management roles that managers may play and the skills they need to be successful
•Discuss the science and art of management and describe how people become managers
•Summarise the scope of management in organisations....
Although the day of trusts is here, still practically each of the component companies of the trusts was
developed and built up largely through the energies and especial ability of some one or two men who were the
master spirits in directing its growth. As a rule, this leader rose from a more or less humble position in one of
the departments, say in the commercial or the manufacturing department, until he became the head of his
particular section. Having shown especial ability in his line, he was for that reason made manager of the
Identify the components of the internal environment and discuss their impact on organisations.
•Discuss the primary charateristics and determinants of an organisation’s culture and how the culture can be managed.
•Identify the main dimensions, cause and impacts of workforce diversity and discuss the strategies and approaches to diversity management.
•Describe managerial ethics and CSR and discuss how they can be managed in organisations.
Translate the benefits teams provide into competitive advantages in the market. Manage the different types of teams – self-managed, parallel, project, and virtual. Track the stages of team development that occur over the life of a project and help the team perform effectively. Recognize the key roles that team members must play to ensure high performance. Develop skills to detect and control team performance problems. Manage team conflict through negotiation.
Probably the single most important thing in project management is communications. It is said that if good communications exist in a project, the team will be motivated and the project will succeed in spite of problems that might kill another project. It is essential that project managers have a good understanding of communications. It is generally agreed among project managers that communications skills are the most important skills that a project manager can have.
Over the past decade, executives have witnessed an explosion of management tools
such as Customer Relationship Management, Scenario and Contingency Planning,
and the Balanced Scorecard. Demands of increasing competition in the global
marketplace are driving the explosion, while accelerated, lower-cost delivery systems
for ideas and information have enabled it. Today the sheer volume of ideas can
overwhelm a management team.
Discuss the components of strategy, types of strategic alternative, and the distinctions between strategy formulation and implementation
•Describe how to use SWOT analysis in formulating strategy.
•Identify and describe alternative approaches to business-level strategy formulation.
•Describe how business-level strategies are implemented.
•Identify and describe alternative approaches to corporate-level strategy.
•Describe how corporate-level strategies are implemented.
As a creative director, business owner or manager of a creative team, the chances are you already
coach your people to an extent - and you may be better at it than you realise. But there's also a
fair chance that you have received little support in developing your people management skills.
In the creative industries, so much attention is lavished on creative ‘talent’ and the products of
creativity that vital aspects of the creative process are often overlooked.
The purpose of organizing is to establish lines of authority. A line of appropriate
authority creates order within the company. This is necessary in
order to prevent chaos where everybody is trying to do everything at once.
To create synergism, departments and individuals need to work together
in a coordinated effort resulting in higher efficiency. In effect, three people
working together can do more work than ten people working separately.
Another benefit of organizing the business is more efficient communication
and reduced conflict by ensuring that authority and responsibility...
Creating a team-building culture starts with individual, engaged employees. Engaged employees are happier at work, get more done, and routinely go above and beyond their job descriptions. They also encourage other employees to be more engaged and productive. Most importantly, these employees are proud to be a part of their companies and are likely to stay long-term. There is no one simple set of actions that will create increased engagement levels.
External environment: Everything outside an organisation that might affect it.
–General environment: Broad dimensions/forces in an organisation’s surroundings, creating its overall context.
–Task environment: Specific organisations or groups that affect the organisation.
•Internal environment: The conditions and forces within an organisation.Political-legal dimension
•Impacts are vague, imprecise and long term.
•Cannot be influenced by organisations....
..Praise for George Eckes and Six Sigma for Everyone
“Long noted for his ability to simplify complex subjects and effectively move leaders and teams to action, George connects the dots in this new book. It is the ‘help desk reference manual’ to answer questions and light the path with advice on what needs to be done for effective Six Sigma implementation and what should be avoided. Without exception, this book should be within arms reach of anyone working in a Six Sigma environment.
The Harvard Business Essentials Series The Harvard Business Essentials series is designed to provide comprehensive advice, personal coaching, background information, and guidance on the most relevant topics in business. Drawing on rich content from Harvard Business School Publishing and other sources, these concise guides are carefully crafted to provide a highly practical resource for readers with all levels of experience.To assure quality and accuracy, each volume is closely reviewed by a specialized content advisor from a world-class business school.
Nearly all managers dream of being inspiring leaders who elicit the most from their people. But while they may understand the skills needed to manage their teams, very few know how to put their knowledge into practice. Now, any manager can get exceptional results and make an important contribution to the organization
While a great deal has been written about coaching individuals,
there has been relatively little investigation of
coaching teams at work. Yet in discussions with senior
human resource and organizational development professionals, this
ability is consistently cited as one of the most serious weaknesses in
the capability set of managers at all levels. Even in organizations
that have made considerable steps towards becoming coaching cultures,
1 the focus of attention for that coaching is the individual.
However, few people in organizations work alone.
Other titles in the Briefcase Books series include:
Customer Relationship Management by Kristin Anderson and Carol Kerr Communicating Effectively by Lani Arredondo Performance Management by Robert Bacal Recognizing and Rewarding Employees by R. Brayton Bowen Six Sigma for Managers by Greg Brue Motivating Employees by Anne Bruce and James S. Pepitone Leadership Skills for Managers by Marlene Caroselli Effective Coaching by Marshall J. Cook Conflict Resolution by Daniel Dana Project Management by Gary R. Heerkens Managing Teams by Lawrence Holpp Hiring Great People by Kevin C.
Managing a sales force can seem at times like trying to herd cats or force water to go uphill. Having had the privilege of leading numerous sales teams across multiple industries, I can share more than a few stories (good and bad).
After more than 25 years of sales management experience, let me share 4 steps I believe are essential.