Entertain Tricks: TPM

Managing in an Global Environment Lec # 05

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<span style="font-size: large;">What’s Your Global Perspective?</span></h2>
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<span style="font-size: large;">Parochialism</span></h3>
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<span style="font-size: large;">Is viewing the world solely through its own eyes and perspectives.</span></div>
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<span style="font-size: large;">Is not recognizing that others have different ways of living and working.</span></div>
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<span style="font-size: large;">Is a significant obstacle for managers working in a global business world.</span></div>
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<span style="font-size: large;">Is falling into the trap of ignoring others’ values and customs and rigidly applying an attitude of “ours is better than theirs” to foreign cultures.</span></div>
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<span style="font-size: large;">Adopting a Global Perspective</span></h3>
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<b><span style="font-size: large;">Ethnocentric Attitude</span></b></h4>
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<span style="font-size: large;">The parochialistic belief that the best work approaches and practices are those of the home country.</span></div>
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<b><span style="font-size: large;">Polycentric Attitude</span></b></h4>
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<span style="font-size: large;">The view that the managers in the host country know the best work approaches and practices for running their business.</span></div>
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<b><span style="font-size: large;">Geocentric Attitude</span></b></h4>
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<span style="font-size: large;">A world-oriented view that focuses on using the best approaches and people from around the globe.</span></div>
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<span style="font-size: large;">Regional Trading Agreements</span></h3>
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<span style="font-size: large;">The European Union (EU)</span></h4>
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<b><span style="font-size: large;">A unified economic and trade entity </span></b></div>
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<span style="font-size: large;">Austria, Italy, Belgium, Latvia, Bulgaria, Lithuania, Croatia, Luxembourg, Cyprus, Malta, Czech Republic, Netherlands, Denmark, Poland, Estonia, Portugal, Finland, Romania, France, Slovakia, Germany, Slovenia, Greece, Spain, Hungary, Sweden, Ireland, United Kingdom.</span></div>
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<b><span style="font-size: large;">Economic and monetary union (Euro)</span></b></div>
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<span style="font-size: large;">North American Free Trade Agreement (NAFTA)</span></h4>
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<span style="font-size: large;">Eliminated barriers to free trade (tariffs, import licensing requirements, and customs user fees)</span></div>
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<span style="font-size: large;">The World Trade Organization (WTO)</span></h3>
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<li><span style="font-size: large;">Evolved from the General Agreement on Tariffs and Trade (GATT) in 1995.</span></li>
<li><span style="font-size: large;">Functions as the only global organization dealing with the rules of trade among nations.</span></li>
<li><span style="font-size: large;">Has 164 member nations </span></li>
<li><span style="font-size: large;">Monitors and promotes world trade</span></li>
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<span style="font-size: large;">Other Forms of Globalization</span></h3>
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<span style="font-size: large;">Strategic Alliances</span></h4>
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<span style="font-size: large;">Partnerships between and organization and a foreign company in which both share resources and knowledge in developing new products or building new production facilities.</span></div>
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<span style="font-size: large;">Joint Venture</span></h4>
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<span style="font-size: large;">A specific type of strategic alliance in which the partners agree to form a separate, independent organization for some business purpose.</span></div>
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<span style="font-size: large;">Foreign Subsidiary</span></h4>
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<span style="font-size: large;">Directly investing in a foreign country by setting up a separate and independent production facility or office.</span></div>
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<span style="font-size: large;">Managing in A Global Environment</span></h3>
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<b><span style="font-size: large;">The Legal Environment</span></b></div>
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<span style="font-size: large;">--Stability or instability of legal and political systems</span></div>
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<li><span style="font-size: large;">Legal procedures are established and followed</span></li>
<li><span style="font-size: large;">Fair and honest elections held on a regular basis</span></li>
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<b><span style="font-size: large;">Differences in the laws of various nations</span></b></div>
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<li><span style="font-size: large;">Effects on business activities</span></li>
<li><span style="font-size: large;">Effects on delivery of products and services</span></li>
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<span style="font-size: large;">Rest of the content could be seen in following downloadable file.</span></div>
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<b><span style="font-size: x-large;"><a href="https://drive.google.com/open?id=0B1jukj_D3MRzS0M3SkFuc29RczQ" target="_blank">Download Here</a></span></b></div>
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Managing in an Global Environment Lec # 05

What’s Your Global Perspective? Parochialism Is viewing the world solely through its own eyes and perspectives. Is not recognizing...

Organizational Culture And Environment Lec # 04

Amaar 0 TPM 2:11 AM

Hello Dear Friends, How are you? I hope you are all ok :).  Friends Today I am going to post the lecture 3 on Organizational Culture and Enviroment of Subject Theory and Practice Management. This lecture is provided by My Sir, Engr. Abdul Salam Mallah.<br />
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The Manager: Omnipotent or Symbolic?</h3>
<b>Omnipotent View of Management</b><br />
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Managers are directly responsible for an organization’s success or failure.<br />
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The quality of the organization is determined by the quality of its managers.<br />
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Managers are held accountable for an organization’s performance yet it is difficult to attribute good or poor performance directly to their influence on the organization.<br />
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<b>Symbolic View of Management</b><br />
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Much of an organization’s success or failure is due to external forces outside of managers’ control.<br />
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The ability of managers to affect outcomes is influenced and constrained by external factors.<br />
(The economy, customers, governmental policies, competitors, industry conditions, technology, and the actions of previous managers).<br />
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Managers symbolize control and  influence through their action.<br />
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<br />Organizational Culture</h3>
A system of shared meanings and common beliefs held by organizational members that determines, in a large degree, how they act towards each other.  “The way we do things around here.”<br />
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Contrasting Organizational Cultures</h3>
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<li>Attention to Detail</li>
<li>Outcome Orientation</li>
<li>People Orientation</li>
<li>Team Orientation</li>
<li>Aggressiveness</li>
<li>Stability</li>
<li>Innovation and Risk Taking</li>
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ACTIVITY</h3>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg5cYYqKdo55wE1oXOWdtkMRkbGTNiIGyv29EIPa0igKECg9lzQupt4HGYIAtPnVvw5Vy6JkKQ4OyrS5BFmKAMDFw_DIL1YlOtePxeonP3C4Ncs4w5HD6jYFEnYqxxJhyphenhyphenk06mZyZ7l217OA/s1600/Untitled.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="300" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg5cYYqKdo55wE1oXOWdtkMRkbGTNiIGyv29EIPa0igKECg9lzQupt4HGYIAtPnVvw5Vy6JkKQ4OyrS5BFmKAMDFw_DIL1YlOtePxeonP3C4Ncs4w5HD6jYFEnYqxxJhyphenhyphenk06mZyZ7l217OA/s400/Untitled.png" width="400" /></a></div>
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<span style="background-color: orange;">Note: Futher Detail is given in Complete lecture in pdf file given below.</span><br />
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<u style="background-color: #e69138;"><a href="https://www.dropbox.com/home/TPM?preview=TPM-Lec-04.pptx" target="_blank">Download Pdf File</a></u></h3>

Organizational Culture And Environment Lec # 04

Hello Dear Friends, How are you? I hope you are all ok :). Friends Today I am going to post the lecture 3 on Organizational Culture and Env...

Management Yesterday and Today Lec # 02

Amaar 0 TPM 1:57 AM

<span style="font-size: large;">Hello Dear Friends, How are you? I hope you are all ok :).  Friends Today I am going to post the lecture 2 on Historical Background of Management of Subject Theory and Practice Management. This lecture is provided by My Sir, Engr. Abdul Salam Mallah.</span><br />
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<span style="font-size: large;">Historical Background of Management</span></h3>
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<b><span style="font-size: large;">Ancient Management</span></b></div>
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<li><span style="font-size: large;">Egypt (pyramids) and China (Great Wall)</span></li>
<li><span style="font-size: large;">Venetians (floating warship assembly lines)</span></li>
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<b><span style="font-size: large;">Adam Smith</span></b></div>
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<li><span style="font-size: large;">Published “The Wealth of Nations” in 1776</span></li>
<li><span style="font-size: large;">Advocated the division of labor (job specialization) to increase the productivity of workers</span></li>
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<b><span style="font-size: large;">Industrial Revolution</span></b></div>
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<li><span style="font-size: large;">Substituted machine power for human labor</span></li>
<li><span style="font-size: large;">Created large organizations in need of management</span></li>
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<span style="font-size: large;">Major Approaches to Management</span></h3>
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<li><span style="font-size: large;">Scientific Management</span></li>
<li><span style="font-size: large;">General Administrative Theory</span></li>
<li><span style="font-size: large;">Quantitative Management</span></li>
<li><span style="font-size: large;">Organizational Behavior</span></li>
<li><span style="font-size: large;">Systems Approach</span></li>
<li><span style="font-size: large;">Contingency Approach</span></li>
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<span style="font-size: large;">Scientific Management</span></h4>
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<span style="font-size: large;">Fredrick Winslow Taylor The “father” of scientific management published Principles of Scientific Management (1911).</span></div>
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<span style="font-size: large;">The theory of scientific management using scientific methods to define the “one best way” for a job to be done.</span></div>
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<span style="font-size: large;">Putting the right person on the job with the correct tools and equipment.</span></div>
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<span style="font-size: large;">Having a standardized method of doing the job.</span></div>
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<span style="font-size: large;">Providing an economic incentive to the worker.</span></div>
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<span style="font-size: large;">General Administrative Theory</span></h3>
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<span style="font-size: large;">Henri Fayol</span></h4>
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<span style="font-size: large;">Believed that the practice of management was distinct from other organizational functions </span></div>
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<span style="font-size: large;">Developed fourteen principles of management that applied to all organizational situations</span></div>
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<span style="font-size: large;">Max Weber</span></h4>
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<span style="font-size: large;">Developed a theory of authority based on an ideal type of organization (bureaucracy)</span></div>
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<span style="font-size: large;">Emphasized rationality, predictability, impersonality, technical competence, and authoritarianism.</span></div>
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<span style="background-color: orange;"><b><span style="font-size: large;">Note: To Continue the lecture please download complete ppt file below.</span></b></span></div>
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<u><b><span style="font-family: Arial, Helvetica, sans-serif; font-size: large;"><a href="https://www.dropbox.com/home/TPM?preview=TPM-Lec-02.pptx" style="background-color: #e69138;" target="_blank">DOWNLOAD HERE</a></span></b></u></div>
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Management Yesterday and Today Lec # 02

Hello Dear Friends, How are you? I hope you are all ok :). Friends Today I am going to post the lecture 2 on Historical Background of Manag...

Vision and Mission Lec # 03

Amaar 0 TPM 5:36 PM

<span style="font-size: large;">Hello Dear Friends, How are you? I hope you are all ok :).  Friends Today I am going to post the lecture 3 on Vision and Mission of Subject Theory and Practice Management. This lecture is provided by My Sir, Engr. Abdul Salam Mallah.</span><br />
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<span style="font-size: large;">Importance of  Vision</span></h3>
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<span style="font-size: large;">A blind man once asked a wise man:</span></div>
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<span style="font-size: large;">“ Is there anything worse than losing your eyes (Eye sight)?</span></div>
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<span style="font-size: large;">The wise man replied:</span></div>
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<span style="font-size: large;">Yes off course, losing your “VISION”</span></div>
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<b><span style="font-size: large;">What Do We Want to Become?</span></b></div>
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<span style="font-size: large;">A vision statement should answer the basic question, “What do we want to become?”</span></div>
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<span style="font-size: large;">The vision statement should be short, preferably one sentence, and as many managers as possible should have input into developing the statement.</span></div>
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<span style="font-size: large;">What Is Our Business?</span></h4>
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<span style="font-size: large;">Mission statement </span></h4>
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<span style="font-size: large;">A declaration of an organization’s “reason for being.” </span></div>
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<span style="font-size: large;">answers the pivotal question “What is our business?” </span></div>
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<span style="font-size: large;">essential for effectively establishing objectives and formulating strategies.</span></div>
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<span style="font-size: large;">Building Your Company’s Vision</span></h3>
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<span style="font-size: large;">Core Ideology</span></h3>
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<span style="font-size: large;">You do not create or set core ideology. You discover core ideology.</span></div>
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<span style="font-size: large;">You understand it by looking inside.</span></div>
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<span style="font-size: large;">Ideology must be authentic. You cannot fake it.</span></div>
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<span style="font-size: large;">It must be meaningful and inspirational only to people inside; it need not be exciting to outsiders or differentiating vs. others.</span></div>
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<span style="font-size: large;">The point is not to create a perfect statement but to gain a deep understanding of your core values and purpose; which can then be expressed in a multitude of ways.</span></div>
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<span style="font-size: large;">Once you are clear about the core ideology, you should feel free to change absolutely anything is not part of it.  If it’s not core, it’s up for change!</span></div>
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<span style="font-size: large;">Core Values</span></h4>
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<span style="background-color: orange;"><span style="font-size: large;">Note: For complete lecture please click on download here below.</span></span></div>
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<span style="background-color: #b45f06;"><u><span style="font-size: large;"><a href="https://www.dropbox.com/home/TPM?preview=TPM-Lec-03.pptx" target="_blank">DOWNLOAD HERE</a></span></u></span></h3>

Vision and Mission Lec # 03

Hello Dear Friends, How are you? I hope you are all ok :). Friends Today I am going to post the lecture 3 on Vision and Mission of Subject ...

Importance of Management Lec # 1

Amaar 0 TPM 1:50 AM

<span style="font-size: large;">Hey! Guyz Asalam o Alaikum, How are you? I hope you all would be fine reading this post, Today I am going to post Lecture on Importance Management and it's lecture one which is taught by Sir, Abdul Salam Malah.</span><br />
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<span style="font-size: large;">Importance Of Management</span></h2>
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<span style="font-size: large;">In 1981, Ford's sales were falling. Between 1979 and 1982, Ford had incurred $3 billion in losses.</span></div>
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<span style="font-size: large;">They Sought Help from Deming.</span></div>
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<span style="font-size: large;">To Ford's surprise, Deming talked not about quality, but about management. He told Ford that management actions were responsible for 85 percent of all problems in developing better cars.</span></div>
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<span style="font-size: large;">By 1986, Ford had become the most profitable American auto company</span></div>
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<span style="font-size: large;">Basic Concepts<br />Management Vs Administration </span></h3>
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<span style="font-size: large;">Efficiency Vs Effectiveness</span></h3>
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<b><span style="font-size: large;">Management Key Concepts:</span></b></div>
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<span style="font-size: large;"><b>Organizations:</b> It is deliberate arrangement of People working together and coordinating their actions to achieve specific goals. </span></div>
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<span style="font-size: large;"><b>Goal: </b> A desired future condition that the organisation seeks to achieve.</span></div>
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<span style="font-size: large;"><b>Management:</b> </span></div>
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<span style="font-size: large;">The process of using organizational resources to achieve the organization’s goals by...</span></div>
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<span style="font-size: large;">• Planning, Organizing, Leading, and Controlling</span></div>
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<b><span style="font-size: large;">Additional Key Concepts</span></b></div>
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<span style="font-size: large;">Resources are organizational assets and include: </span></div>
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<span style="font-size: large;">• People, • Machinery, • Raw materials, • Information, skills, • Financial capital.</span></div>
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<b><span style="font-size: large;">Manager:</span></b></div>
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<span style="font-size: large;">Managers are the people responsible for supervising the use of an organization’s resources to meet its goals.</span></div>
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<span style="font-size: large;">Organizational Performance</span></div>
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<b><span style="font-size: large;">Efficiency:</span></b></div>
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<span style="font-size: large;"> A measure of how well resources are used to achieve a goal. Usually, managers must try to minimize the input of resources to attain the same goal.</span></div>
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<span style="font-size: large;"><b>Effectiveness:</b> </span></div>
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<span style="font-size: large;">A measure of the appropriateness ofthe goals chosen (are these the right goals?), and the degree to which they are achieved. Organizations are more effective when managers choose the correct goals and then achieve them.</span></div>
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<span style="font-size: large;"><b>Managerial Functions:</b> </span></div>
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<span style="font-size: large;">Henri Fayol was the first to describe the four managerial functions when he was the CEO of a large mining company in the later 1800’s.</span></div>
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<span style="font-size: large;">Four Functions of Management</span></div>
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<li><span style="font-size: large;">Planning</span></li>
<li><span style="font-size: large;">Organizing</span></li>
<li><span style="font-size: large;">Leading</span></li>
<li><span style="font-size: large;">Controlling</span></li>
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<span style="font-size: large;">1. Planning:</span></h4>
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<span style="font-weight: normal;"><span style="font-size: large;">Planning is the process used by managers to identify and select appropriate goals and courses of action for an organization.</span></span><br />
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<span style="font-weight: normal;"><span style="font-size: large;">These are 3 steps for good planning : </span></span><br />
<span style="font-weight: normal;"><span style="font-size: large;">1. Which goals should be pursued? </span></span><br />
<span style="font-weight: normal;"><span style="font-size: large;">2. How should the goal be attained? </span></span><br />
<span style="font-weight: normal;"><span style="font-size: large;">3. How should resources be allocated?</span></span><br />
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<span style="font-weight: normal;"><span style="font-size: large;">The planning function determines how effective and efficient the organization is and determines the strategy of the organization.</span></span><br />
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<span style="font-size: large;">2. Organizing:</span></h4>
<span style="font-weight: normal;"><span style="font-size: large;">In organizing, managers create the structure of working relationships between organizational members that best allows them to work together and achieve goals.</span></span><br />
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<span style="font-weight: normal;"><span style="font-size: large;">Managers will group people into departments according to the tasks performed.</span></span></div>
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<span style="font-weight: normal;"><span style="font-size: large;">This structure coordinates and motivates employees so that they work together to achieve goals</span></span></div>
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<span style="font-size: large;">3. Leading:</span></h4>
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<span style="font-weight: normal;"><span style="font-size: large;">In leading, managers determine direction, state a clear vision for employees to follow, and help employees understand the role they play in attaining goals.</span></span></div>
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<span style="font-weight: normal;"><span style="font-size: large;">Leadership involves a manager using power, influence, vision, persuasion, and communication skills.</span></span></div>
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<span style="font-size: large;">4. Controlling:</span></h4>
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<span style="font-weight: normal;"><span style="font-size: large;">In controlling, managers evaluate how well the organization is achieving its goals and takes corrective action to improve performance.</span></span></div>
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<span style="font-weight: normal;"><span style="font-size: large;"><br /></span></span></div>
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<span style="font-weight: normal;"><span style="font-size: large;">The outcome of the controlling function is the accurate measurement of performance and regulation of efficiency and effectiveness.</span></span></div>
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<span style="font-size: large;">Management Level</span></h3>
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<span style="font-size: large;">First-line Managers:</span></div>
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<span style="font-weight: normal;"><span style="font-size: large;">Responsible for day-to-day operation. They supervise the people performing the activities required to make the good or service.</span></span></div>
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<span style="font-size: large;">Middle Managers: </span></div>
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<span style="font-weight: normal;"><span style="font-size: large;">Supervise first-line managers. They are also responsible to find the best way to use departmental resources to achieve goal.</span></span></div>
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<span style="font-size: large;">Middle Managers: </span></div>
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<span style="font-weight: normal;"><span style="font-size: large;">Supervise first-line managers. They are also responsible to find the best way to use departmental resources to achieve goal Middle Managers: Supervise first-line managers. They are also responsible to find the best way to use departmental resources to achieve goal</span></span></div>
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<span style="font-weight: normal;"><span style="font-size: large;"><br /></span></span></div>
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<span style="font-weight: normal;"><span style="color: orange; font-size: large;">Note: For viewing complete lecture, please download pdf file below.</span></span></div>
<div>
<span style="font-weight: normal;"><span style="color: orange; font-size: large;"><br /></span></span></div>
<h3 style="text-align: center;">
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Importance of Management Lec # 1

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