Basic Chapter Summaries of Principles of Management Based on Koontz and O'Donnell's Book
Leaders have to manage the current activity to change it to make it better
Seven Quality management principles (QMPs)by ISO - Read them compulsorily if you have not read so far.
One of the definitions of a “principle” is that it is a basic belief, theory or rule that has a major influence on the way in which something is done. “Quality management principles” are a set
of fundamental beliefs, norms, rules and values that are accepted as true and can be used as a basis for quality management.
The QMPs can be used as a foundation to guide an organization’s performance improvement. They were developed and updated by international experts of ISO/TC 176, which is responsible for
developing and maintaining ISO’s quality management standards.
The seven quality management principles
QMP 1 – Customer focus
QMP 2 – Leadership
QMP 3 – Engagement of people
QMP 4 – Process approach
QMP 5 – Improvement
QMP 6 – Evidence-based decision making
QMP 7 – Relationship management
These principles are not listed in priority order. All are important and the relative importance
of each principle will vary from organization to organization and can be expected to change over time in the same organization.
Seven Principles of Supply Chain Management
Principle 1: Segment customers based on the service needs of distinct groups and adapt the supply chain to serve these segments profitably.
Principle 2: Customize the logistics network to the service requirements and profitability of customer segments.
Principle 3: Listen to market signals and align demand planning accordingly across the supply chain, ensuring consistent forecasts and optimal resource allocation
Principle 4: Differentiate product closer to the customer and speed conversion across the supply chain
Principle 5: Manage sources of supply strategically to reduce the total cost of owning materials and services
Principle 6: Develop a supply chain-wide technology strategy that supports multiple levels of decision making and gives a clear view of the flow of products, services, and information
Principle 7: Adopt channel-spanning performance measures to gauge collective success in reaching the end-user effectively and efficiently
Seven Principles of Change Management
Senders and Receivers
Authority for Change
Incremental vs. Radical Change
The Right Answer Is Not Enough
Change Is a Process
The APICS Principles of Operations Management consists of five classroom-based, instructor-led courses.
The Principles of Inventory Management
The Principles of Operations Planning
The Principles of Manufacturing Management
The Principles of Distribution and Logistics
The Principles of Managing Operations
A HBR article on Negotiation
Free Open Access Bookhttp://open.lib.umn.edu/principlesmanagement/
TENDENCIES IN EVOLUTION OF 21ST CENTURY
THE PRINCIPLES OF MANAGEMENT OF EDUCATIONAL INNOVATIONS IN MODERN HIGHER EDUCATION INSTITUTION.
Source: In the World of Scientific Discoveries / V Mire Nauchnykh Otkrytiy . 2014, Vol. 60 Issue 11.11, p4244-4261. 18p.
Author(s): Danakin, N. S.; Shutenko, A. I.; Ospishchev, P. I.
Developing a Theory and Philosophy of Management
Chapter 1 of Pearson Book
Innovation Excellence requires Ambidextrous Management
New and Updated articles in area
Systems Approach in Management - Very detailed treatment is now posted
Execution is an important function of managementPlanning and Execution - Theory and Practice
Resourcing is an important activity for all managers to accomplish set goalshttp://nraomtr.blogspot.com/2012/03/resourcing-function-of-management.html
Negotiation: What Makes the Right Business Deal
Get the Boss to Buy In.By: Ashford, Susan J.; Detert, James. Harvard Business Review. Jan/Feb2015, Vol. 93 Issue 1/2, p72-79.
Middle managers gather valuable intelligence from direct contact with customers, suppliers, and colleagues; they can often see when the market is ripe for a certain offering, for instance, or spot signs that a partnership won't work. But in a top-down culture, they may not voice their ideas and concerns -- and even when they do, they often struggle to persuade the people at the top.
The authors suggest that middle managers should tailor their pitch to the goals, values, and knowledge of decision makers; frame the issue to show how it supports a strategic goal; manage emotions (their own and their audience's); get the timing right by, say, attending to a boss's preoccupations or watching larger trends; involve others, both in and out of their networks; and adhere to organizational norms, such as how leaders prefer to receive information.
MANAGING YOUR MISSION-CRITICAL KNOWLEDGE.By: IHRIG, MARTIN; MACMILLAN, IAN. Harvard Business Review. Jan/Feb2015, Vol. 93 Issue 1/2, p80-87. 8p. 2 Color Photographs, 2 Diagrams.
Large-scale, sustainable growth is possible when people take insights from one knowledge domain and apply them in another -- when deep technical expertise in one business unit is applied in a different business unit, for example, or when a best-in-class marketing group pulls a product development unit into the 21st century by sharing market insights gleaned from customer data.
The authors describe how to map your organization's strategic knowledge. When knowledge assets are placed in a grid along two dimensions -- unstructured (tacit) versus structured (explicit) and undiffused (restricted) versus diffused (shared) -- it becomes easier to manage them for future competitive advantage.
Playbook - AMA NETInteresting Source for Management Articles
Managing Power Dynamics in International Negotiations
BY YADVINDER RANA
About The Author: Yadvinder S. Rana is Professor of Cultural Management at the Catholic University in Milan, Italy, lecturer on intercultural negotiation and influence in leading international business schools, and founder of Neglob, a management consultancy firm that assists companies in international negotiations and global teams performance improvement. For more information about Rana and his new book, The 4Ps Framework: Advanced Negotiation and Influence Strategies for Global Effectiveness, please visit www.neglob.com.
The New Rules of Motivation: Unleash Employee Reciprocity
BY RODD WAGNER
About The Author: Rodd Wagner is the New York Times bestselling author of the new book Widgets: The 12 New Rules for Managing Your Employees As If They’re Real People (McGraw-Hill, April 2015).
Only 10% are great managers.
Around 35% OK.
Principles of Management - Subject Update - 2014
Updated 12 March 2017, 26 Mar 2016, 16 Feb 2016, 11 Dec 2015