Search results
Results from the WOW.Com Content Network
Management consists of the planning, prioritizing, and organizing work efforts to accomplish objectives within a business organization. [1] A management style is the particular way managers go about accomplishing these objectives. It encompasses the way they make decisions, how they plan and organize work, and how they exercise authority. [2]
Capability of employees: if employees are highly capable, need little supervision, and can be left on their own, e.g., Theory Y type of people, they need not be supervised closely as they are motivated and take initiative to work; as such, the span of control may be broader.
If enacted properly, job crafting is a method for employees to improve their quality of life at work in several important ways, as well as make valuable contributions to the workplace. [4] The uniqueness of individual workers makes it exceptionally difficult for organizations to create 'one size fits all' work designs.
A supervisor is responsible for the productivity and actions of a small group of employees. A supervisor has several manager-like roles, responsibilities and powers. Two key differences between a supervisor and a manager are: a supervisor typically does not have "hire and fire" authority and a supervisor does not have budget authority ...
Through virtual management, employees gain greater control over their learning and development, feel more engaged with the organizational culture, and can participate in training at a time and place of their choosing, helping them manage their work–life balance and reducing layoffs and turnover.
Job analysis (also known as work analysis [1]) is a family of procedures to identify the content of a job in terms of the activities it involves in addition to the attributes or requirements necessary to perform those activities. Job analysis provides information to organizations that helps them determine which employees are best fit for ...
Regardless, "desk rage" is the new term to describe that feeling (although it doesn't always happen at a desk, of course); in a recent story in Psychology Today, author Ray B. Williams cited some ...
Management by objectives (MBO), also known as management by planning (MBP), was first popularized by Peter Drucker in his 1954 book The Practice of Management. [1] Management by objectives is the process of defining specific objectives within an organization that management can convey to organization members, then deciding how to achieve each objective in sequence.