top management

Examples of top management in the following topics:

• Management Levels: A Hierarchical View

  • The board of directors, president, vice-president, and CEO are all examples of top-level managers.
  • In addition, top-level managers play a significant role in the mobilization of outside resources.
  • They are accountable to the top management for their department's function.
  • Middle-level managers devote more time to organizational and directional functions than top-level managers.
  • Defining and discussing information and policies from top management to lower management; and most importantly

• Philosophies

  • Quality management adopts a number of management principles that can be used to guide organizations towards improved performance.
  • For example, Japanese cars regularly top the J.D.
  • Quality management adopts a number of management principles that can be used by top management to guide their organizations towards improved performance.
  • System approach to management: An organization's effectiveness and efficiency in achieving its quality objectives are contributed by identifying, understanding, and managing all interrelated processes as a system.
  • These eight principles form the basis for the quality management system standard ISO 9001:2008.

• Quality Control

  • For contract work, particularly work awarded by government agencies, quality control issues are among the top reasons for not renewing a contract .
  • Elements such as controls, job management, defined and well-managed processes, performance and integrity criteria, and identification of records
  • Responsibility for overall quality lies with top management.
  • Top management must establish strategies, institute programs for quality, and motivate managers and workers.
  • Most of the time, managers aim to improve or maintain the quality of an organization as a whole; this is referred to as Total Quality Management (TQM).

• Conceptual Thought

  • Using their conceptual skills, manager are able to study a situation and figure out how to break it down into manageable pieces.
  • A scheme of management skills was suggested by Robert L.
  • Conceptual skills are probably some of the most important management skills.
  • At the top management level, conceptual and design abilities are especially valuable
  • Conceptual skills are probably some of the most important management skills.

• Technical Skills

  • To perform management functions and assume multiple roles, managers must be skilled.
  • Managers use the processes, techniques, and tools of a specific area.
  • Managers use the processes, techniques, and tools of a specific area.
  • For instance, supervisors need technical skills to manage their area of specialty.
  • At the top management level, conceptual and design abilities and human skills are especially valuable, but there is relatively little need for technical abilities.

• Decentralization

  • A decentralized organization typically has fewer tiers in its organizational structure, wider span of control, and a bottom-to-top flow of ideas an information.
  • In a more decentralized organization, the top executives delegate much of their decision-making authority to lower tiers of the organizational structure.
  • One of the major advantages of this type of management structure, assuming the correct controls are in place, is the bottom-to-top flow of information, allowing the decisions made by the senior management to be better informed about what is happening in the lower tier operations.
  • For example, if an experienced technician at the bottom of an organization discovers how to potentially increase the efficiency of production, the bottom-to-top flow of information can allow this knowledge to more easily be passed back up to senior management.
  • To ensure that decentralized organizations stay on task, upper management needs to maintain open lines of communication and increase the frequency with which they communicate with local management.

• The Role of Financial Managers

  • Financial managers perform data analysis and advise senior managers on profit-maximizing ideas.
  • Financial managers typically:
  • They often work on teams, acting as business advisors to top executives.
  • There are distinct types of financial managers, each focusing on a particular area of management.
  • Credit managers oversee the firm's credit business.

• Sensitivity to Human Relations

  • Management is a relative process.
  • For example, a good manager will manage an experienced staff member quite differently than they would manage a trainee.
  • System 1 is the exploitative authoritative type where management uses fears and threats, communication is downwards, superiors and subordinates are psychologically far apart, the bulk of decisions are taken at the top of the organisation, etc.
  • System 2 is the benevolent authoritative type where management uses rewards, subordinates' attitudes are subservient to superiors, information flowing upwards is restricted to what the boss wants to hear, policy decisions are taken at the top but decisions within a prescribed framework may be delegated to lower levels, etc.
  • In this system subordinates can have a moderate amount of influence on the activities of their departments as broad policy decisions are taken at the top and more specific decisions at lower levels.

• Customer Experience Management

  • Customer experience management focuses the operations and processes of a business around the need of the individual customer.
  • According to Bernd Schmitt, "the term 'customer experience management' represents the discipline, methodology and/or process used to comprehensively manage a customer's cross-channel exposure, interaction and transaction with a company, product, brand or service."
  • Traditionally, managing the customer relationship has been the domain of customer relationship management (CRM).
  • The In-N-Out restaurant chain has developed a highly loyal customer base and has been rated as one of the top fast food restaurants in several customer satisfaction surveys.
  • Explain the difference between Customer Experience Management (CEM) and Customer Relationship Management (CRM)

• Customer Relationship Management

  • CRM is a widely implemented model for managing a company's interactions with customers, clients, and sales prospects.
  • Customer relationship management (CRM) is a widely implemented model for managing a company's interactions with customers, clients, and sales prospects.
  • Retaining customers is the purpose of customer relationship management, and it is a marketing strategy that focuses on using information about current customers to nurture and maintain strong relationships with them.
  • The primary objective of CRM is to integrate various inputs of knowledge and data (i.e. the top four circles), and distill this information into useful leanings for various organizational groups (the bottom four rectangles).
  • Discuss how organizations use customer relationship management (CRM) to retain customers