Examples of management development in the following topics:
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- Product development combined with product marketing make up the product management function within an organization.
- Depending on the company size and history, product management has a variety of functions and roles, and can be shared across different departments, such as product development or engineering.
- A product manager investigates, selects, and develops one or more tangible products for an organization.
- In some companies, the product management function is the hub of many other business activities around the development and launch of a product.
- Often, product management professionals serve as the middlemen between product development and engineering and marketing and sales teams.
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- A core function of human resource management is development—training efforts to improve personal, group, or organizational effectiveness.
- There are several categories of stakeholders that are helpful in understanding employee development: sponsors, managers and supervisors, participants, and facilitators.
- The sponsors of employee development are senior managers.
- Senior management invests in employees in a top-down manner, hoping to develop talent internally to reduce turnover, increase efficiency, and acquire human resource value.
- Describe the basic premises behind the development process, as conducted by human resource management professionals
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- Fayol was a classical management theorist, widely regarded as the father of modern operational-management theory.
- Fayol is often compared to Frederick Winslow Taylor, who developed scientific management.
- However, Fayol differed from Taylor in his focus and developed his ideas independently.
- Fayol developed 14 principles of management in order to help managers conduct their affairs more effectively.
- Outline Fayol's effect on administrative management through the recognition of his 14 management principles
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- Douglas McGregor was a management professor at the MIT Sloan School of Management.
- In Theory X, managers tend to micro-manage and closely supervise employees.
- McGregor thinks that Theory Y managers are more likely than Theory X managers to develop the climate of trust with employees that is required for human-resource development.
- This type of human-resource development is much more similar to the behavioral management theories of Maslow's self-actualization and the Hawthorne studies than any of the classical theories of management.
- Modern organizations in developed countries generally side with McGregor, in that they believe Theory Y is superior in getting positive results from employees (and subsequently job satisfaction for employees).
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- A manager who is in charge of developing a new product, for example, must coordinate the efforts of his team (human resources) and make sure they get the tools needed to get the job done.
- This view opens the opportunity to manage oneself, a pre-requisite to attempting to manage others.
- There are different types of management styles, and the management process has changed over recent years.
- There is a hierarchy of employees, low level management, mid-level management, and senior management.
- In traditional management systems, the manager sets out expectations for the employees who need to meet goals, but the manager receives the reward of meeting those goals.
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- Each of these different tasks, or functions, require management and alignment.
- One approach to management is assigning leadership roles with authority and accountability over these different tasks, or management areas.
- These management areas can span a wide variety of skills and functions, but the most recognizable and common include marketing, finance, human resources, operations, software development, and IT.
- Functional managers have a high level of technical knowledge and skills relative to the area they manage and focus their efforts on achieving best practices.
- At a medium or larger sized organization, this could include managing specialists in payroll, recruitment, talent development, legal, and a variety of other specializations within the scope of a human resources team.
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- IBM is still in business today due to the management skills of Louis V.
- The purpose of management is to serve customers.
- Yet, if one looks through most management books for a definition of management, 99.9 percent of the time the word customer will not be mentioned.
- Equally remiss is the fact that most definitions of management neatly filter out service in their descriptions of management.
- Developing subordinates (good managers aren't afraid of letting other people shine and, in fact, they encourage it);
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- Examples of top-level managers include a company's board of directors, president, vice-president and CEO; examples of middle-level managers include general managers, branch managers, and department managers; examples of low-level managers include supervisors, section leads, and foremen.
- They develop goals, strategic plans, company policies, and make decisions on the direction of the business.
- General managers, branch managers, and department managers are all examples of middle-level managers.
- Also referred to as first-level managers, low-level managers are role models for employees.
- These managers provide:
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- A manager must be both analytical and personable when it comes to managing time, resources, and personnel.
- According to management theorist Robert Katz, management comprises three critical skill sets: technical, human, and conceptual.
- The development of human skills—which could be perceived as a combination of social, interpersonal, and leadership skills—is central to the success of a manager.
- Under this definition of management, leadership is actually a subcategory of management.
- Creating a healthy environment conducive to development, criticism, and higher degrees of achievement simply requires strong human skills, particularly in the realm of communication.
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- A marketing information system is a management information system designed to support marketing decision making.
- Marketing intelligence is the province of entrepreneurs and senior managers within an agribusiness.
- In addition it involves management in talking to producers, suppliers and customers, as well as to competitors.
- To manage a business well is to manage its future and this means that management of information, in the form of a company wide"Management Information System" (MIS) of which the MkIS is an integral part, is an indispensable resource to be carefully managed just like any other resource that the organization may have e.g., human resources, productive resources, transport resources and financial resources.
- Cycle of Research and Development, from "Research and Evaluation on Education in Science and Engineering (REESE), Program Solicitation NSF 09-601"