Suppose your department has shown a 25% turnover rate. As a manager how would you go about addressing this issue.
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Suppose your department has shown a 25% turnover rate. As a manager how would you go about addressing this issue.
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- On the management pyramid, who would be at the top? A) Supervisors B) Controllers C) Directors D) Vice presidents E) Department headsHow do you assess and develop the skills necessary for effective time management as a manager?Describe staffing as a management function. Additionally, provide four reasons why an organisation needs to have adequate staffing.
- list and describe three of the indicators (i.e., measures) used to monitor and evaluate the effectiveness of a performance management system. When or how often should such evaluations take place? Of the measures you selected, which one would be the most important in understanding effectiveness? Why is it difficult (or not difficult) for organizations to measure the effectiveness of their performance management system? Please share any experience you have in this area.Looking from a managerial perspective, why would a firm use a balanced scorecard in evaluating performance? What benefits would be derived from the use of this measure?How can organizations ensure that their staffing strategy aligns with their overall business objectives, and what metrics should be used to measure the effectiveness of this strategy?
- The Theory Z management is combination of Theory X and Y management. How is this so? Explain how Theory Z differs from both and when it may be appropriate to implement. short answer pleaseRich picture Assignement: What does an average day at working at the bank look and describe the groups involved with an average day at work? Identify the following groups and their behaviors: customers, different departments/types of workers, management/owners, and external agents. Make a list of approximately three to six groups involved with the average day at work. make notes on their duties, behaviors, and responsibilities.What role does feedback and regular performance reviews play in the ongoing refinement of management goals and objectives?