Research Korner: Management Theory

Project Management Frame Work

Project Management Framework   Assignment Criterion 2500–3000 words, exclusive of the executive summary, tables, figures, appendices, etc. Project plan MGT8022 ASSIGNMENT 2 MARK SHEET PROJECT MANAGEMENT FRAMEWORK CHOSEN PROJECT:   Poor    Adequate   Good   Excellent  Mark PRESENTATION         /10 Overall presentation of report           Language skills, grammar, spelling           Usage of figures in assignment           Usage of tables in assignment           Page numbering           Section numbering           Usage of Appendices at end of assignment           RESEARCH & ACADEMIC THEORY         /20 Overall depth of research evident in assignment           Quality of research material used           Use of theory to justify analysis, discussion and argument           Correct usage of citations using Harvard style           Correct usage of list of references using Harvard style           ASSIGNMENT REQUIREMENTS             Executive summary (to cover entire report)           Table of contents (to cover entire report)           PART A – Project Plan         /20 Indication of authorship of Project Plan           Indication of the purpose of the project plan           Indication of the intended audience of the project plan           Overview and statement of project objectives           Summary of the organizational approach to be taken for management of the project           Adequacy of project plan for the chosen project           Coverage of the necessary aspects of the project to adequately define how the project is to be managed           Appendices for Part A           PART B – Theoretical justification of Project Plan         /50 Introduction           Project background           Discussion on the nature and purpose of the project plan           Justification of the structure of the project plan           Justification of the contents of the Project Plan           Conclusion           Recommendations (if any)           Appendices for Part B           TOTAL MARK         /100   1. Software requirement to complete assignment Software requirements for this assignment will include word processing and project scheduling software such as Microsoft Project, Primavera, Sidetrack, etc. Students may purchase academic versions of software from most retailers. 2. Assignment objective The purpose of this assignment is to pull together most of the material which has been covered in the course and to allow you to demonstrate that you understand the theory and can apply it to a practical project. The project can be of any size and type and should have between 25 to 50 activities or tasks. If you are working on a large project, use one of its sub-projects for your example. If you include a larger number of activities, it will increase your workload significantly and it is not recommended. Your submission should have TWO PARTS – Part A and Part B. ·         Part A is a practical ‘Project Plan’ suitable for your chosen project and should be presented as a working document – it should focus on what is to be done, who is to do it and when they are to do it; Part A should not include any discussion as to why something should be done ·         Part B is an academic report containing a description of the project and a theoretical justification of the structure and content of your project plan in Part A, fully supported by references. Read the study materials to be clear on the purpose and content of a project plan.   It is strongly recommended that you use project management software to schedule the project. You may also use it to develop the project budget, but a spreadsheet can be equally useful. It is essential that you become familiar with the software at the earliest opportunity as it can be time-consuming to learn how to use it effectively. The course leader is not available to provide guidance on the use of the software. Assignment requirements Refer to the Assignment guidelines for assistance in completing this assignment. Remember to integrate academic theory into your assignment to support your arguments and proposals. Provide the following: ·         Ensure that your document includes a normal cover sheet that would be expected of a professional document (this is in addition to the electronic cover sheet discussed above). This assignment is an academic paper so should be presented as one. Executive Summary (200 – 250 words, but this does not form part of the assignment word count) ·         The executive summary comes before the table of contents. ·         Read the guidelines and provide a formal Executive Summary with details of why the overall report was prepared, how it is structured, and what the important findings and conclusions are. ·         SUGGESTION: this should be written last after you have finished the report. Table of contents ·         This should be a full comprehensive listing with respective page numbers of executive summary, introduction, main sections, references, individual appendices, and full listing of all figures and tables. PART A – THE PROJECT PLAN (20 marks) Part A is a project plan (or project management plan) for your chosen project and should represent a document that could be handed to a client/manager to illustrate how you intend to manage the project through to completion. A project plan is often used to gain sponsor/client commitment, and should contain sufficient information to allow such a decision to be made with confidence. It should be comprehensive and supported by appendices such as time schedules, spreadsheets, graphs, tables etc to fully illustrate the Project Plan with any necessary supporting explanation. If you are not the author of the project plan, this must be clearly indicated. Part A should include, but not be limited to, the following: ·         An overview, brief description and a statement of objectives of the project, ·         A summary of the management approach to be taken, ·         Details covering the aspects of the project to be managed. ·         Together with any supporting information or documents to support the above. ·         Appendices should be attached to the report after Part A of the assignment, and they should be numbered sequentially e.g. Appendix A.1, Appendix A.2, etc. PART B – THEORETICAL ANALYSIS OF THE PROJECT PLAN (50 marks) 1. Introduction (100 words) ·         Briefly state why the report has been prepared, what project is being analyzed, and how the report is structured.   (Note – this may be similar to the introduction in assignment 1 if you have used the same project, but this is a new report, and you need to provide the information your reader needs to understand the report. You can use the same information in both assignments). 2. Project background (200 words) ·         Your project description should describe the project and its context – what organisation is the project owner, what this organisation does, why the project is being done, where it is located, etc. The description should contain enough detail for the reader to understand the reason behind each of the components of the plan – why it is included and its content and format. 3. Structure and contents of the Project Plan (2000-2500 words approximately) ·         Discuss the nature and purpose of a project plan. ·         Discuss how the Project Plan in Part A has been structured, and why the respective components have been included. What is the source of this structure? ·         Discuss each of the sections of Part A and provide some theoretical framework for what is included e.g. why has a Cost Management Plan been included, how was it prepared, who prepared it, etc. This explanation will be drawn from the study modules, text book, selected readings, and other sources. This discussion may cover most, if not all, knowledge areas covered under the Guide to the Project Management Body of Knowledge (POMBO) (PHI 2004) in one form or another. It does not have to be under those headings but should clearly indicate that it covers all recognised aspects of a project plan as suggested by the theory. 4. Conclusion (200 words) ·         Summaries this discussion of the Project Plan in relation to your project. What aspects are important and are of significance? List of references ·         Provide a complete list of references providing full details of all citations used in the body of the assignment. For a postgraduate assignment, there should be a minimum of 15 references, many of which will be cited more than once. There are exercises provided on the CD to give you practice in using the Harvard referencing system. Bibliography (this is optional) ·         A bibliography is a list of the references that are NOT cited in the assignment. This is not required, although one may be provided if you wish to create a record of documents that were examined during the research. Appendices ·         Attach any appendices that relate to Part B, numbered as Appendix B.1, Appendix B.2, etc.       Assignment guidelines General ·         The word count is indicative. Past experience indicates that it is difficult to discuss the issues in less than the nominated word count. ·         A high standard of presentation is expected at postgraduate level. There is no excuse for poor spelling, bad grammar, nor lack of formatting. Use one and a half line spacing with 12-point font, and pages must be numbered. ·         Do not use ‘I, we, you, our’ etc. Reports and assignments should not be written in the ‘first person’. Executive summary ·         An Executive summary MUST be provided (before the Contents page). It provides a reader with a summary of why the report (assignment) was prepared, what it covers, and a summation of the conclusions, and/or recommendations. ·         It should be about 10% of the assignment length, single line spacing, and is excluded from formal word counts. ·         It is not an introduction, but should function as a totally self-contained removable document for readers who will read no more of the report. ·         It should contain all pertinent information including conclusions and recommendations in a concise summary, but should not contain any theory. Table of contents and numbering ·         A comprehensive table of contents is required, with section numbers, section headings, and page numbers. It will include the List of references, a List of appendices, a List of figures, and a List of tables, all with page numbers indicated. All sections and pages should be fully numbered. Introduction ·         An Introduction should be provided at the beginning to summaries the structure of the following sections of the report/assignment. ·         The introduction does not contain theory, nor does it contain any conclusions nor recommendations. ·         Do not assume that the reader has read the Executive Summary, as it is a totally separate document. Body of assignment ·         This is an academic assignment, so it is essential that your statements be justified by relevant academic theory. For example, don’t just use terms like ‘stakeholder’ – explain why you selected those terms, and the academic theory to justify their use. ·         A major failing of students is to simply ‘describe’ the processes that have happened. At postgraduate level, you are expected to be able to apply recognised theory to situations, and form opinions. You will often find conflicting opinions from so-called ‘experts’. You should be developing analytical and communication skills. ·         Students coming from other universities, and especially overseas students, find this need for ‘analysis’ the most difficult transition to make to Australian university study. You are expected to use your judgement to analyse problems, make value judgments as to whether it is good or bad (or both), use existing academic theory from a range of sources to justify your position, and to argue whether something is valid or not. In the study of management, there are no right nor wrong answers, only lots of opinions, many of which change over a period of time. Show that you can act as managers, and communicate your opinions. ·         Major sections should start on a new page. You will be surprised just how much more readable it makes your assignment / report. Referencing ·         Referencing is NOT just inserting a list of publications at the end of the report and is not acceptable. ·         Referencing is NOT just inserting a citation at the end of each paragraph and is not acceptable. ·         At postgraduate level, you are expected to cite at least 10 to 15 different sources of reference material, and to make multiple references to such material. ·         References MUST be cited using the Harvard system. Read your Communication skills handbook for information on how to cite reference materials. ·         Please refer to the US Library web site for referencing guidelines in the Harvard style. Click on ‘Referencing Guides’ under the ‘Information About… ’ heading. This provides details on the referencing of print and electronic publications. There are exercises provided to give you practice in using the Harvard referencing system. ·         References must be listed alphabetically by author in a single List of References at the end of each assignment. Do not put multiple lists of references at the end of each section or part. Figures and tables ·         There are many instances where diagrams and tables would assist in the communication of information, and the reduction of word length. For example, if a stakeholder analysis were required, it would be much more clearly understood if presented in a table. ·         Figures and tables must be numbered in some logical way, so they can be listed on the Contents page, and referred to in the text. A recommendation is that you call it Figure/Table X.1, X.2 etc. where ‘X’ represents the section number. Consecutive numbering through the whole document (rather than by section) can mean lots of renumbering if there are changes. ·         Tables should not run over onto following pages. Start them on a new page to avoid this. If they are multi-page tables, then think about making them into an appendix. Use a smaller font (10 point) and single line spacing to reduce the size of tables. Appendices ·         Larger amounts of relevant material (such as sample documents or supporting material) should be put at the end of the assignment in an Appendix after the List of References. Smaller charts or summaries could be located in the text, but anything over a page becomes a distraction. ·         Appendices should be numbered sequentially (Appendix 1, Appendix 2, etc). Unnecessary and irrelevant information should not be attached. Size of assignments has no bearing on marks achieved. Comment ·         Some students choose part of a project or organisation that is extremely simple in its structure, and has few issues to discuss. Those of you who choose a more complex organisation are given credit for the ‘degree of difficulty’. ·         Make sure you answer all parts of the questions. Assignment preparation Assignments 1 and 2 require you to carry out analysis of aspects of the management of a selected project and submit reports of a professional standard. Refer to the assignment guidelines provided as the requirements are quite specific and failure to conform to the guidelines may result in loss of marks. A sample assignments provided to illustrate the general nature and standard of a postgraduate assignment. It relates to a different topic and has a different structure. Read the comments to understand the expectations. It is NOT a template to be followed. There is no examination for this course, so a higher standard of assignment work is expected in this course than for courses with examination requirements. Selection of suitable project You should immediately identify a project or projects suitable for carrying out Assignments 1 and 2. You may have to read ahead to understand the requirements of those assignments. The project/s should be from your workplace, personal experience, or from some source where you can obtain appropriate and sufficient information. Although it is recommended that you use the same project for both assignments, it is acceptable to use different projects for the respective assignments. Your project should be complex enough so that you are able to examine the issues related to the issues covered by these assignments. Read the assignment requirements immediately so that you understand what you will need. For the purposes of these assignments, a ‘project’ is any significant Endeavour undertaken by an organisation. It may be internal or external, but should be of sufficient size or complexity to warrant detailed analysis. For example, it could be: ·         An organizational restructure or company merger ·         Development of a capital asset (building, structure, etc.) ·         Development of intellectual property (software, website) ·         Development of some capability (Defence projects, information system) ·         Organisation of a conference or large event, or ·         Marketing/development of a new product range Module 7  Stakeholder and communication management Module 8 Project procurement management Module 9 Project time management Module 10 Project cost management Module 11 Project quality and risk management Module 12 Project termination and integration management

Project Management Frame Work

Project Management Framework Assignment Criterion 2500–3000 words, exclusive of the executive summary, tables, figures, appendices,...

Essay On Management

This essay critically discusses the question, what is management? It will be based on the critical analysis of the author about management using literatures and articles that have been written by scholars who specializes on the management field. Thus, it will help the reader to have a wider view about what management really is and how it really functions. It will also critically demonstrate the links between theory and practice of management. The first paragraph of this essay will be a brief discussion regarding the definition of management as how the world knows it. The succeeding paragraphs will be a review of the related literatures regarding the topic, which includes the theories and practices in management, followed by the conclusion of this essay, which will then define management through critical evaluations of the available literatures and the personal knowledge of the author about the topic.             There are many kinds of ways that management has been defined. One can definitely say that management is all about handling people, making sure that somebody is doing his job well. Then again, another one might also say that management is all about handling businesses or money. Some may also define it as a means of business dealing, negotiation or arrangement. A judicious use of means to accomplish an end; conduct directed by art or address; skillful treatment; cunning practice; -- often in a bad sense; and the collective body of those who manage or direct any enterprise or interest; the board of managers. With all the interpretations above, here is a more refined definition of management. It came from The Management Assistant Program for Nonprofits and Mr. Carter McNamara (1999) wrote it like this: Traditionally, the term "management" refers to the activities (and often the group of people) involved in the four general functions: planning, organizing, leading and coordinating of resources. Note that the four functions recur throughout the organization and are highly integrated. Emerging trends in management include assertions that leading is different than managing, and that the nature of how the four functions are carried out must change to accommodate a "new paradigm" in management. All of these definitions are true, and if we sum it all up, as McNamara points it out, management would simply refer to activities involved in its four general functions: planning, which means identifying goals, objectives, methods, resources needed to carry out methods, responsibilities and dates for completion of tasks; organizing, which determines to achieve the goals in an optimum fashion; leading, including to set direction for the organization, groups and individuals and also influence people to follow that direction;  and controlling, which means the organization's systems, processes and structures to reach effectively and efficiently reach goals and objectives. This includes ongoing collection of feedback, and monitoring and adjustment of systems, processes and structures accordingly and coordinating of resources. The previous interpretation is what is known as the traditional interpretation of management. Another interpretation has been asserted by some writers, teachers, and practitioners – that the above view is rather outmoded and that management needs to focus more on leadership skills, e.g., establishing vision and goals, communicating the vision and goals, and guiding others to accomplish them. They also assert that leadership must be more facilitative, participative and empowering in how visions and goals are established and carried out (Carter McNamara, PhD, 1999). The author will discuss more about leadership later on this essay. Next, we will tackle all about the different contemporary theories in management.             There are three contemporary theories in management that are currently available. They are the contingency theory, systems theory, and chaos theory. “The contingency theory is a management theory, which asserts that when managers make a decision, they must take into account all aspects of the current situation and act on those aspects that are key to the situation at hand. Basically, it’s the approach that ‘it depends.’ For example, the continuing effort to identify the best leadership or management style might now conclude that the best style depends on the situation. If one is leading troops in the Persian Gulf, an autocratic style is probably best. Next is the systems theory that has had a significant effect on management science and understanding organizations. First, let’s look at “what is a system?” A system is a collection of part unified to accomplish an overall goal. If one part of the system is removed, the nature of the system is changed as well. For example, a pile of sand is not a system. If one removes a sand particle, you’ve still got a pile of sand. However, a functioning car is a system. Remove the carburetor and you’ve no longer got a working car. A system can be looked at as having inputs, processes, outputs and outcomes. Systems share feedback amongst each of these four aspects of the systems. Lastly, we have the chaotic theory. As chaotic and random as world events seem today, they seem as chaotic in organizations, too. Yet for decades, managers have acted on the basis that organizational events can always be controlled. A new theory (or some say “science”), chaos theory, recognizes that events indeed are rarely controlled. Many chaos theorists (as do systems theorists) refer to biological systems when explaining their theory. They suggest that systems naturally go to more complexity, and as they do so, these systems become more volatile (or susceptible to cataclysmic events) and must expend more energy to maintain that complexity. As they expend more energy, they seek more structure to maintain stability. This trend continues until the system splits, combines with another complex system or falls apart entirely. Sound familiar? This trend is what many see as the trend in life, in organizations and the world in general (Carter McNamara, PhD, 1999).”             According to Jason Tanz (2003) of Fortune Small Business Magazine, management is more of an art, than a science because he claims that theorist have not discovered yet the most efficient way to run a company. While it’s true that the theories mentioned above would be effective when applied, it is also true that some people are not satisfied with these theories, like Mr. Tanz for example. It also depends on many factors like the psychological aspects, or the way we deal with people. Because management involves people, whether it is the manager or the ones that is being managed, it means that management also involves emotions. According to Gerard M. Blair (2003), a Senior Lecturer in Project Management in the Department of Electrical Engineering, in The University of Edinburgh, Scotland, United Kingdom, management of a small team, human factor is crucial to success. A best example of a management mistake that leads to emotional distress would be the common mistakes committed on sexual harassment charges. Lee Ligget, a former General Counsel to the University of Houston System, Virginia Polytechnic and State University, and the University of Vermont, has written a list of common mistakes of management regarding sexually oriented issues. The mistakes included in the list are: Management does not consult with the Assistant to the President for Social Equity before taking action and/or when it is aware of actual or potential sexual harassment situations; Management dissuades the complainant from complaining about her/his sexual harassment situation; Management overacts by taking action before the investigation is completed; Management does not tell the alleged offender the specific allegations; Management does not provide the alleged offender an opportunity to respond to each allegation; Management interferes with the investigation; Management doesn’t take it seriously; etc. Another example but a rather minor one, was published in the web by a Dr. Bob Kizlik (2003), regarding the mistakes most new teachers commit on managing students. Some of the mistakes included in Mr. Kizlik’s list are: over praising students for doing what is expected; talk too fast, and are sometimes shrill; overemphasize the negative; are way too serious and not much fun; are way too much fun and not serious; and many more management errors that are hazardous to the human emotions and development. Furthermore, these are just some of the examples of management errors committed on the psychological aspect. We must always remember that the most complex part of management is managing individuals who, obviously, have individual thoughts, feelings, beliefs, and interests. Blair (2003) states that a manager must consider his own behavior, on how he relates with his people. A manager must also manage to make a sustainable approach to maintain enthusiasm and commitment from his team as a form of motivation. He should also have a sense of achievement for himself and to know how to recognize those who deserve recognition, at the same time, giving his team a sense of responsibility. He must also provide advancement for his people, whether it is the long-term issues of promotion, salary rises, job prospects; and the short-term issues (which you control) of increased responsibility, the acquisition of new skills, or broader experiences. A manager must also know how to troubleshoot individual problems of his team as it arises. An article on an internet advertisement by Management Center Europe stresses that the art of people management is one of the most crucial skill a manager can possess. These are just some of the proofs on how important managing an individual really is. Another factor that should be considered in management is time management. Although this is not the main topic of the essay, it is important to look into it as to clearly define what management is all about since it is used in all kinds or forms of management. A managerial task would be less successful without time management because, as inhabitants of a civilized world, we use time as a tool to balance our daily activity in life. Without time, there is no balance of activity: without balance of activity, there would be less chance of success. Let us now go to the personal time management. What is personal time management? Blair (2003) has written the meaning of personal time management as “about controlling the use of your most valuable (and undervalued) resource.” There are many tools in time management, and it includes the following: Finding out how much your time is worth; Making sure you concentrate on the right things; Checking how you really spend your time; Planning to solve a problem; Tackling the right tasks first; and deciding what your personal priorities should be (Mind Tools Unlimited). Personal time management also allows one to be prepared with meetings, plan every hour and each day efficiently, secures long-term projects from being neglected, and many other that is advantageous to ones self.             Traditional views state that managing is as the same as leadership because management is associated with the four major functions: planning, organizing, leading and controlling/coordinating. “However, many educators, practitioners and writers disagree with this traditional view” (Carter McNamara, PhD, 1999). To know the difference between leadership and management, we must first define what leadership is. “Many people believe that leadership is simply being the first, biggest or most powerful. Leadership in organizations has a different and more meaningful definition. Very simply put, a leader is interpreted as someone who sets direction in an effort and influences people to follow that direction. How they set that direction and influence people depends on a variety of factors that we'll consider later on below. To really comprehend the "territory" of leadership, you should briefly scan some of the major theories, notice various styles of leadership and review some of the suggested traits and characteristics that leaders should have.” (Carter, McNamara, PhD, 1999). It sounds pretty similar to the definition of management, but it is not. Let’s take a look on how a bestselling author defines the difference between leadership and management.  According to Jim Clemmer, a bestselling author and internationally acclaimed keynote speaker, workshop/retreat leader, and management team developer on leadership, change, customer focus, culture, teams, and personal growth, “to manage is to control, handle, or manipulate. To lead is to guide, influence, or persuade. You manage things -- systems, processes, and technology. You lead people.”  With the informations mentioned, we can clearly say that management and leadership are two different concepts. We can say that managers lead by the book, while leaders lead by the heart. But are there any possibilities that leadership and management combine together?  There are views that separating leading from managing can be destructive.  Drawing information from Carter and McNamara (1999) once again, we will find out that leading is different than planning, organizing and coordinating because “leading is focused on influencing people, while the other functions are focused on "resources" in addition to people. But that difference is not enough to claim that "leading is different than managing" any more than one can claim that "planning is different than managing" or "organizing is different than managing". The assertion that "leading is different than managing" -- and the ways that these assertions are made -- can cultivate the view that the activities of planning, organizing and coordinating are somehow less important than leading. The assertion can also convince others that they are grand and gifted leaders who can ignore the mere activities of planning, organizing and coordinating -- they can leave these lesser activities to others with less important things to do in the organization. This view can leave carnage in organizations.” It is clear now that management and leadership have a relationship, but not that strong. Undoubtedly, both skills are needed to make an organization successful. It also looks almost impossible for a single individual to possess both qualities. Here are more differences of a leader from a manager as was written by Jim Clemmer: “Management is about systems, processes, and technology; leadership is about people, culture and context. Management is about goals, standards, and measurements; leadership is preferred future, principal, and purpose. Management is all about control; leadership is about commitment. Management is about strategic planning; leadership is about strategic opportunism. Management is a way of doing; leadership is a way of being. Management is about directing; leadership is about serving. Management is about responding and reacting; leadership is about initiating and originating. Management is a continuous improvement of what is; and leadership is an innovative breakthrough of what could be.” (Aburdene Naisbitt 1992). With what Clemmel wrote, it would be very, very hard for someone to say that management is as the same as leadership. Thus, we can conclude that management is definitely not leadership.             What is management development planning? It is also one of the most important aspects of management for it is “an effort (hopefully, planned in nature) that enhances the learner's capacity to manage organizations (or oneself). Very simply put, managing includes activities of planning, organizing, leading and coordinating resources. A critical skill for anyone is the ability to manage their own learning.” (Carter, McNamara, PhD, 1999). The history of management development planning started in the turn of the century. In the past, organizations developed managers, first by recognizing an individual’s strong occupational knowledge about the organization’s products or services. These individuals were promoted to first-level positions that included work direction. One cannot say they supervised in the current sense of the word, that is, they usually didn't delegate, support career counseling, conduct performance reviews, etc. Rather, they told workers what to do and workers did it. These work directors had little training about supervision, e.g., about delegating, interpersonal skills, stress management, career developments, etc. Management training in the 50’s and 80’s focused on covering certain standard topics or types of activities in the organization, e.g., planning, organizing, finances, sales, accounting, etc. Students would immerse themselves in the current course, then leave that course to immerse in the next. However, reality is that a manager in the workplace seldom solves a problem by applying his or her knowledge of one specific topic (then goes on to solve the next problem by applying his or her knowledge of another specific topic). A highly effective manager integrates expertise across various management topics. Yet few management schools provided opportunity for management students to integrate and apply information from their various courses. With the Human Relations movement, training programs recognized the need to cultivate supervisory skills, e.g., delegating, career development, motivating, coaching, mentoring, etc. Progressive management schools now have students review a wide body of management topics and learn those topics by applying that knowledge in the workplace and reflecting on that application. Learning activities incorporate learners’ real-world activities in the workplaces or their lives. Assignment includes reflection and analysis on real-world experience. Learning is enhanced through continuing dialogue and feedback among learners. Very good schools manage to include forms of self-development, too, recognizing that the basis for effective management is effective self-management. Effective management development programs help students (learners) take a system’s view of their organizations, including review of how major functions effect each other. Assignments include recognizing and addressing effects of one actions on their entire organization.” (Carter, McNamara, PhD, 1999)             Based on the previous paragraphs, we can conclude that management means supervision, managing, handling or control. We can also conclude that regardless of the theories that management has, managing something or someone would only be effective depending on the person who does the task. Management is limited in a sense that it cannot be effective without leadership, as leadership cannot be effective without it. But these two different concepts must not be merged into a single individual. Two different individuals as to make an organization successful should possess them. Therefore, when one practices management, one must remember that management is different from leadership. Leadership is much more based on principles, while management dwells more on rules. We must also remember that in management, human emotions is always present and is a factor not to be taken for granted. It is one of the most complex parts of management. Another thing that we can conclude about this essay is that management is always open to errors and mistakes. It is often made when a manager disregard the feelings or individuality of his team. We have learned that in management, we also deal with human emotions and it would be an enormous mistake to set this factor aside. Finally, we can conclude that, with all of the definition that has been given to management, management can simply be defined as making sure that everything is right on schedule, or on the right track. References: Aburdene, P and Naisbitt J. (1992). Megatrends for Women. Villard Books, New York Clemmer, Jim (1996-2003). Practical Leadership: Inspiring Actions, Achieving Results. The Clemmer Group, Ontario N2P 2A4 Canada Kizlik, Bob (2003, December 8). Ideas For Avoiding Classroom Management Mistakes And How To Deal With Parents Liggett, Lee (no date). Common Mistakes by Management. University of Vermont, Canada   Management Center Europe (2002). Managing People: Achieving the Best Results with Your Team and Colleague. Brussels, Belgium McNamara, Carter PhD, (1999). Introduction to Management. St. Paul, Minnesota: Management Assistant Program For Nonprofits. McNamara, Carter PhD, (1999). Overview of Leadership in Organization. St. Paul, Minnesota: Management Assistant Program For Nonprofits. McNamara, Carter PhD, (1999).Management Development Planning. St. Paul, Minnesota: Management Assistant Program For Nonprofits Mind Tools (1995-2003), Time Management Skills: Making the Most of your Time. Mind Tools Unlimited, West Sussex, RH15 8DY, United Kingdom Tanz, Jason (2003). A Brief History Of Management. Fortune Small Business Magazine, Sept. 4, 2003 Issue.

Essay On Management

This essay critically discusses the question, what is management? It will be based on the critical analysis of the author abo...

Strategies in the Computer Market: A case study of Renovo/HP/Dell Swot Analysis

Project Title: Strategies in the Computer Market: A case study of Renovo/HP/Dell (choose one company)   I work in computer industry and would like to analyse big computer companies (MNC) how to survive in this fast moving industry.   Theis management project is to analyse the problems being encountered by Renovo/HP/Dell and suggest the strategies which it may adopt to enable it to stay competitive and to achieve continuous growth in computer industry.   Renovo/HP/Dell is leading company in China/US computer market. However, companies competing in this price war market have difficulties in sustaining the previous created competitive advantage. It needs to change and change brings high uncertainty. Currently, Computer is facing a tough challenges coming from the new industry standard and the profit of the PC become smaller. How Renovo/HP/Dell can use strategies to create its innovative and technological competitive advantage is a primary topic in this project.   First, it will have research and literature review about PC industry.   Second, using toils such as SWOT analysis, Five Forces model will be used to analyse the external environment and internal environment of the company and identify the company’s position. The critical success factors and the strategic gap will also be identified. Bench marking against peer companies in the industry will be conducted for assessing the company’s performance.   Third, using modes such as BIG matrix, TOWS matrix, GE matrix or Ash ridge model will be used for strategies formulation. The strategies will be evaluated for their advantages and disadvantages and the most appropriate strategies will be recommended to the management. News from the Web   	 Credit:ivythesis.typepad.com

Strategies in the Computer Market: A case study of Renovo/HP/Dell Swot Analysis

Project Title: Strategies in the Computer Market: A case study of Renovo/HP/Dell (choose one company) I work in computer industry a...

Warehousing Management

Warehouses were once considered as an evil with four walls and a bunch of racks. Most organizations treat the warehouse as liability. Nowadays, warehousing has become an important element in commercial enterprises, which has brings benefits to the organizations. Introduction Warehousing was once considered as a liability to the organization as it would cost the companies much expense. Previously, in the time in which just-in time gain fame in industries, warehousing was considered a weak link in the supply chain and was thought to demise.  However, currently the concept of warehousing is changing as it is now gaining an important part in the supply chain. Discussion In the interview of  vice president of supply chain operations for Nabisco,  he has observed after reflecting on the new role of warehousing that  there are many companies finding that the concept of warehousing that has thought to be a liability move to a new thought of warehousing as a competitive weapon in the marketplace (2001). In addition,  director of the Warehouse Research Center of Miami University of Ohio, commented that he expected that warehousing would likely to demise however there have been a number of opportunities are fantastic with the emersion of the dotcoms which has brought the changes in the thought of warehousing as most of the dotcoms are building warehouses and realized that they need to go through warehouses (2001) In the past years, conventional wisdom held that if a company had a great internal supply chain, it could win the competitive battle. (2001) However, with the emergence of e-commerce and the tight pressures to squeeze costs out of the supply chain, it's no longer enough to be efficient within your company's four walls. Companies today need an efficient supply chain from end to end, that is, from the purchase of raw materials to the point where product reaches the consumer or end user. Any failure at any point along this supply chain process can cause to failure to the whole company.   However, warehousing has gain its prominence with the development of e-commerce as increasingly the supply chain are now relying more on warehousing. Consumers today are demanding 24-hour delivery and flocking to another company's Web site if their orders are delivered late or damaged that companies are squarely pressured on the warehouse to deliver (2001). Many warehouses are ramping up to meet e-commerce needs by installing new fulfillment equipment and investing in other technologies. Picking and shipping methods are being upgraded, too. Customer service has become of the utmost importance in today's environment, and warehouses increasingly are being tasked to manage call centers. In addition, with the increased returns generated by the Internet, they are playing a lead role in developing and executing reverse-logistics programs. In addition, warehousing is becoming prominent as more and more activities are occurring within them.  president of Princeton, NJ-based Boyd Company Inc., has also observed that many of the companies are not only performing traditional warehousing functions, but many of the companies he observed are bringing in functions that are traditionally located at corporate headquarters into the warehouse (Supply Chain Management Review, 2001). These activities includes back office operations, customer service, call centers, accounting departments and editorial functions like producing manuals that go into packaging for consumer electronics products. Conclusion Today, with these reasons, warehousing that was once thought as a liability to the company has become an important part of the companies. Warehousing has increasing prominent to the success of any company. Interesting News Credit:ivythesis.typepad.com

Warehousing Management

Warehouses were once considered as an evil with four walls and a bunch of racks. Most organizations treat the warehouse as liability. Now...