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The company such as management for reasons of accountability are six major components (2 external and 4 internal). And a strategic business project ensuring the production through the use of material resources resources raw material and consumables (Houston management consulting firms). The two main cogs of marketing and sales department are: the sales force of traveling salesmen (sales representatives) are responsible for physically solicit customers. This sales force is led by a sales manager or a sales inspector who organizes activities and prepares sales pitches of representatives.
Planning is usually based on an analysis of progress made by the company, the resources at its disposal, its current situation and future goals. Besides the main dimension is the time (when), planning takes shape according to its other dimensions that are the scope of a project (What), resources (Who), the manner and the way and possible obstacles (Risks). Analysis of opportunities and pitfalls as well as strengths and weaknesses of a company.
This is in addition to the direction of a company; exploring options and choosing the right strategy. Establishing links between strategies, on one hand, and operational plans, policies and budgets as well as the preparation of detailed plans and analysis of plans to achieve the objectives. The second function of management, organization, is to define the composition of working groups and coordinate their activities.
Frederick Taylor proposes the concept of scientific administration. This is based on the decomposition of working chain. Taylor wanted to apply general principles to improve productivity through the division of labor. Louis Renault reorganized working methods in his business and made the first attempts to line work in the automotive sector.
Leadership is directing staff who perform the work and make things happen, that is to say, having a positive influence. Training, communication and motivation are the main tasks related to leadership. It is facilitating their work and stimulating managers to motivate subordinates to become more productive, achieve their goals and to work in a spirit of collaboration. Motivation, coordination and mobilization of individuals and work teams to work together to achieve the objectives.
The company belongs to both shareholders and employees, even if the shareholders are the legal owners, and that means fairness. For this, each for the enterprise to be shared between each internal components: shareholders, employees, from the CEO to the worker, the new machinery or implementation of information systems. That without harming external components: customer satisfaction and not discourage suppliers.
This also means that it is important to have careful against powers-to prevent one of the internal components or external, by overly short-term attempts to monopolize the allocation of profits (shareholders raptors, trade unionists irresponsible or selfish bosses, suppliers speculators). The 'riding', that is to say, the abuse of the entrepreneurial project by a group or individuals, must be curbed.
Considering that managers are synonymous planning and organizing. So this function would primarily drive a business. For the contemporary author Henry Mintzberg a manager has three complementary and interdependent roles: interpersonal roles, informational roles and decision-making role. The latter role reminds us a very traditional view of management activity. There is not any decision but economic decision: one that is expected to optimize the use of scarce resources that are available to produce and sell goods that satisfy human needs.
Planning is usually based on an analysis of progress made by the company, the resources at its disposal, its current situation and future goals. Besides the main dimension is the time (when), planning takes shape according to its other dimensions that are the scope of a project (What), resources (Who), the manner and the way and possible obstacles (Risks). Analysis of opportunities and pitfalls as well as strengths and weaknesses of a company.
This is in addition to the direction of a company; exploring options and choosing the right strategy. Establishing links between strategies, on one hand, and operational plans, policies and budgets as well as the preparation of detailed plans and analysis of plans to achieve the objectives. The second function of management, organization, is to define the composition of working groups and coordinate their activities.
Frederick Taylor proposes the concept of scientific administration. This is based on the decomposition of working chain. Taylor wanted to apply general principles to improve productivity through the division of labor. Louis Renault reorganized working methods in his business and made the first attempts to line work in the automotive sector.
Leadership is directing staff who perform the work and make things happen, that is to say, having a positive influence. Training, communication and motivation are the main tasks related to leadership. It is facilitating their work and stimulating managers to motivate subordinates to become more productive, achieve their goals and to work in a spirit of collaboration. Motivation, coordination and mobilization of individuals and work teams to work together to achieve the objectives.
The company belongs to both shareholders and employees, even if the shareholders are the legal owners, and that means fairness. For this, each for the enterprise to be shared between each internal components: shareholders, employees, from the CEO to the worker, the new machinery or implementation of information systems. That without harming external components: customer satisfaction and not discourage suppliers.
This also means that it is important to have careful against powers-to prevent one of the internal components or external, by overly short-term attempts to monopolize the allocation of profits (shareholders raptors, trade unionists irresponsible or selfish bosses, suppliers speculators). The 'riding', that is to say, the abuse of the entrepreneurial project by a group or individuals, must be curbed.
Considering that managers are synonymous planning and organizing. So this function would primarily drive a business. For the contemporary author Henry Mintzberg a manager has three complementary and interdependent roles: interpersonal roles, informational roles and decision-making role. The latter role reminds us a very traditional view of management activity. There is not any decision but economic decision: one that is expected to optimize the use of scarce resources that are available to produce and sell goods that satisfy human needs.
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