BUSINESS PRINCIPLES
TASK 1
Manager: A manager is a person who is responsible for controlling or administering an organization or group of staff. Manager plays an important role in an organization. It is the manager who uses the information and experience in order to take the important decision for the profit of an organization. A head of the department in an organization I also called the manager. For example production manager- a person who manage the production department, Finance manager- a person who manage the financial activities of an organization, etc.
Type of Managers
Managers in an organization are classified on the following criteria:
1. Level of Management:
a. Top Level Managers: Chairman's, Chief Executive, Managing Directors, Directors, General Manager.
b. Middle level Mangers: Production Managers, Sales Managers, Personal Managers, Finance Managers.
c. Low Level Managers: Supervisor, Foreman, Shift In-charge.
2. Areas of Management.
Different types of managers are fall under this category:
a. Finance Managers: A person who manages the financial activities of an organization.
b. General Managers: These are the overall controllers of an organization and works at administrative level.
c. Operative Managers: All the production process
…show more content…
Same is in the case of Virgin Group. The brand name which we consider as strength of virgin group is also its weakness because Virgin's image used to be that of a rebel and always taking the consumer's side. Virgin Group is a mixture of brand product; sometime these products appear as a weakness because consumers are confused as to its identification. With the introduction of Virgin Cars and Virgin Atlantic the name “brand for young people is somewhere going down. Virgin Trains, Virgin Credit Card, records, cola, lingerie, electricity, trains, concerts, holidays and mobile phones, the brand message seems to grow
This category is not found in all businesses as it is not always essential. Large businesses tend to have an entire division for operations and it habitually has its own hierarchy to make sure that operations are processed appropriately and in a formal order. Smaller businesses tend to have a senior manager or a small management team who are in control of the business’ operations. Personnel - this category is the indispensable area involved in almost every business. Personnel are responsible for ‘carrying’ the business as they are required for tasks such as directly selling products to customers.
The manager mostly lets his employees work without constantly watching over their shoulders. He has faith that everyone knows what to do. Decisions are made and solved by a collaborative process. The manager gathers groups of people and talks about what needs to get
The Big Short Management and Leadership Theoretical Component Management – The process of dealing with or controlling things or people. Leadership - The action of leading a group of people or an organization, or the ability to do this. Management and Leadership are two very different things. “A manager is appointed in a position of authority which enables him to insist on people doing as he/she instructs.
Coaches In sports, coaches are a big factor in the team’s success. Coaches are there to support the team and help them learn about the game. A coach makes the plays and tells the team members when to sub. Most athletic events will not let the team participate without a coach, they would have to forfeit.
Abraham Zaleznik in his article, “Managers and Leaders: Are They Different?” (1977) puts forth a claim that in every aspect of personality and reaction to certain events, managers and leaders are fundamentally different from each other. In this paper, I shall summarize Zaleznik’s argument and subsequently his reasons and evidences to make such a claim. To build on his main claim, Zaleznik at first creates a fine line between managers and leaders based on their personalities. He states that a manager operates in the realms of rationality; his reasons being the structured, ordered environment managers exercise their power in: the business organization.
Different managers have different styles that do not change and are better suited for different tasks. Relationship and task oriented leaders can be distributed depending on the task structure, leader’s position power and their relations with members. In McDonald’s, restaurant managers are mostly task oriented who handle structured task like overseeing sales and controlling profitability. Area (frontline) managers however are more relationship oriented and specialize in unstructured task since the restaurant promotes good working relationship and friendship among each other.
They take all the information about the department and team performance then the manager has to be the knowledge of management through that they have to set the goal for the organisations. This both well helps in taking the decision of goal and mission in the organisation. Information and knowledge for operational decision: this decision has to be taken by the lower level management. Their manager has to know the information about the production work and the information about workers and there need for performing there effective. Knowledge should bee needed of the production and operations work.
1.0 INTRODUCTION It is an essential to have clear understanding of an organization’s purposes to understand how organization works and its method of working can be improved. Usually, general objectives lead to clarification of purposes and responsibilities at all level of organizations. Management is the process of communicating, coordinating and accomplishing action in the pursuit of organization objectives while managing relationship with stakeholders, technologies and other artifacts, both within as well as between organizations. (Kinicki)
Other reviews by (De Chernatony and Mc William 1990; Caldwell and Freire, 2004; De Chernatony, 2010) suggest brand definitions based on emotional and rational factors, indeed most definitions embrace this approach in some ways (Hart and Murphy, 1998). A brand is multidimensional constructs whereby managers augment products or services with values and this facilitates the process by which consumers confidently recognise and appreciate these values (De Chanatony et al
" Leadership is the ability of a superior to influence the behavior of subordinates and persuade them to follow a particular course of action." - Chester Barnard Max Weber 's Theory: Types of Leadership In Max Weber 's theory, he wrote about three types of leaderships: Bureaucratic, Charismatic, and Traditional. Weber was one of the first of the theorists to recognize that leadership itself was situational in nature, and that effective individuals needed to move dynamically from one type of leadership style to another to remain successful. 1] Bureaucratic Leadership "Bureaucratic administration means fundamentally domination through knowledge." Bureaucratic leadership is based upon fixed official duties under a hierarchy of authority, applying a system of rules for management and decision-making.
Further General Managers, Department Managers, Supervisors and associates
Introduction- The leadership and management are two important pillars of modern day business. “You manage things; you lead people” Grace Hopper (retired Admiral, U.S. Navy). On one hand managers, not only motivate people but they also set the course of direction and organize to achieve the targets.
Different scholars identified various kinds of leadership styles that affect the job performance, satisfaction and learning and development of subordinates. Warrick, D.D (1981) cited that there are no doubt variables other than a leader’s style that affect employee performance and development but leadership style plays a significant role and not to be underestimated. An awareness of leadership styles and their consequences are very important because it may either facilitate or inhabit skill development. The major theories on leadership are the traits, leadership styles and contingency theories.
‘Organizations provide its managers with legitimate authority to lead, but there is no assurance that they will be able to lead effectively’ (Lunenburg, 2011). Organizational success usually requires a combination of both management and leadership. In today’s dynamic work environment, leaders are expected to challenge the present state of affairs, and to motivate and convince organization members. Managers are needed to assist in creating and maintaining a positive and well-functioning workplace. ‘Leadership and management are often considered practically overlapping concepts’ (Bohoris and Vorria, 2007, p. 1).