1 Competency: Business Environment 1. Explain the impact of business on the environment. 2. Explain the nature of managerial ethics and demonstrate ethical behaviors in the work place responsible behavior, honesty, integrity, and ethical work habits. 3. Describe current and emerging trends in business (e.g., acquisition/downsizing, e-commerce, data mining, labor market, and social issues). 4. Differentiate social, ethical, and environment issues facing business. 5. Describe the impact of demographic issues on business. 6. Evaluate the impact of liaisons with community, governmental, and professional organizations on the business environment. 7. Construct an initial survey regarding possible locations for a business within the community. 8. Plan physical layout, furnishings, and equipment for a business environment and analyze for maximum efficiency. 9. Identify stressors in the business environment and employ strategies for dealing with stress. Competency: Communication Techniques 1. Define communication (formal and informal) and discuss its implication for effective management. 2. Describe the communication process. 3. Examine communication barriers and ways to eliminate them. 4. Define active listening and review the keys to effective listening. 5. Describe the role of computer networks, videoconferences, and telecommuting as organizational communication. 6. Discuss the communications skills and leadership styles required in a contemporary organization and analyze how they will be required within worker groups. 7. Use correct grammar, punctuation, and terminology and communication skills to produce and edit clearly written traditional and electronic documents. 8. Prepare a meeting plan/agenda and demonstrate a productive meeting. 9. Prepare and deliver a presentation to achieve greatest impact. 10. Demonstrate effective communication techniques and skills in working with individuals groups and supervisors (e.g., verbal and nonverbal).
2 Competency: Controlling 1. Define control and its role and importance. 2. Describe controls in the functional areas to include: human resources, production, marketing, information, and financial activities. 3. Identify the steps of the control process. 4. Identify and compare three types of control: preventative, concurrent, and corrective. 5. Describe the nature of managerial control (e.g., control process, types of control, and what is controlled). 6. Identify areas of control: costs, inventories, quality, safety, and employees. 7. Discuss steps to change negative attitudes and manage change in organization. 8. Analyze and understand the importance and purpose of financial information and statements. 9. Track performance of business plan. 10. Develop and implement budgets and expense-control strategies to enhance a business s financial well-being. 11. Manage quality-control processes to minimize errors and to expedite workflow. 12. Develop and analyze process control charts to include Pareto Charts, Histograms, X-bar and R-charts, Flow Charts, Cause and Effect Diagrams, and Scatter Diagrams. 13. Describe the basic concept behind Total Quality Management and its application to a business. 14. Describe the concepts behind Six Sigma, ISO 9000 and similar systems. 1. Define the role of decision making and problem solving. Competency: Decision Making 2. Compare advantages and disadvantages of group versus individual decision making. 3. Define key stakeholders and their roles in making high-quality decisions. 4. Use information management techniques, data analysis, and strategies to guide business decision making (e.g., describe current business trends, monitor internal records for business information, and interpret statistical findings). 5. Write internal and external analytical reports that examine a problem/issue and recommend an action. 6. Distinguish between making effective decisions in a team structure vs. a non-team structure and individual versus group. 7. Discuss different decision-making styles, group decision making, the management of creative people, and techniques to maximize the effectiveness of decision making. 8. Analyze the impact and relationship of government regulations and community involvement on business management decisions. 9. Establish decision making processes that work across organizational boundaries. 10. Effectively assess and manage risk critically evaluating costs, risks, benefits, and impact.
3 Competency: Directing 1. Identify and describe the directing function of management. 2. Cite the principles of effective delegating and directing. 3. Compare and contrast leadership styles: autocratic, democratic, and laissez-faire. 4. Explain management theories: Theories X, Y, Z, Herzberg s, and Maslow s Hierarchy of Needs.. 5. Explain the nature of a project life cycle. 6. Prioritize task to be completed, develop timelines, and track progress and results. 7. Use project management skills and information technology tools to improve workflow and minimize costs. 8. Perform scheduling functions to facilitate on-time, prompt completion of work activities. 9. Manage business records to maintain needed documentation. 10. Prepare documentation of business activities to communicate with internal/external clients. 11. Establish procedures to maintain equipment and supplies. 12. Explain the concept of authority, delegation, responsibility, and accountability as a requirement of any managerial position. Competency: Employee Motivation Theories 1. Identify and compare various motivation theories and explain their importance for understanding employee behavior including job rotation, job enlargement, and job enrichment. 2. Define motivation and discuss actions and techniques to maximize motivation in the workplace. 3. Describe techniques managers use to motivate individual employees (e.g., goal setting, management, cross-training, empowerment, and self-direction). 4. Coach employees and support performance with effective feedback. 5. Identify motivational lessons taught by Maslow s theory and Herzberg s theory. 6. Discuss extrinsic rewards and intrinsic rewards to motivate the workforce. 7. Describe the contributions of quality circles to job performance. 8. Describe how staff growth and development increase productivity and employee satisfaction. 9. Develop program for improving employee satisfaction and performance evaluation. 10. Define empowerment and discuss principles and procedures involved with employee empowerment. 11. Discuss methods for improvement of employee morale. 12. Discuss techniques to manage stress effectively.
4 Competency: Group Dynamics 1. Describe the approaches and methods used to build teams. 2. Discuss the importance of teams and utilize new approaches for systematically involving others in team communication, team visioning, and decision making. 3. Identify the stages of group development. 4. Describe the significance of cohesiveness, roles, norms, and ostracism in regard to the behavior of group members. 5. Describe the types of work groups in the United States and discuss the various group dynamics that can be identified during this evolution. 6. Identify the characteristics of effectively functioning teams and how the supervisor encourages their development. 7. Describe the principles of managing group conflict and difficult team behaviors. 8. Show the benefits of self-managed work teams. Competency: Leadership 1. Discuss the five managerial functions (e.g., planning, organizing, staffing, directing, and controlling) within the context of today s diverse workforce. 2. Identify how technology is changing the supervisor s job. 3. Define leadership and describe the difference in manager, leader, and supervisor. 4. Differentiate between task-centered and people-centered leadership behaviors. 5. Describe a variety of leadership theories and models. 6. Identify important qualities, behaviors, skills, and characteristics of effective leaders. 7. Evaluate business situations to determine whether the leadership style is participative, autocratic, leadership grid based or entrepreneurial. 8. Evaluate business situations for appropriate use of team leadership versus solo leadership. Competency: Organizational Structure 1. Identify and provide examples of basic ownership forms and evaluate the advantages and disadvantages of each form of ownership. 2. Identify types of organization structure: line, line and staff, matrix, team, committee, and grapevine; centralized vs. decentralized; and understand organization charts. 3. Develop an organizational plan and structure to facilitate business activities. 4. Describe the types of organizational structures and discuss their relationship to the success or failure of organizations. 5. Identify management levels and describe the interaction between and among management levels. 6. Identify functions of organizational culture and describe how to create, sustain, and change an organizational culture. 7. Describe formal and informal organizational structures.
5 Competency: Organizing 1. Define organizing and empowerment. 2. Describe work specialization. 3. Identify values of job descriptions. 4. List the steps of delegation. 5. Utilize organizational and project management skills to improve workflow, minimize costs, and monitor and evaluate business projects. 6. Explain the importance of organizing in business. 7. Describe how organization provides accountability by delegating authority and assigning responsibility. 8. Identify major management tasks involved in implementing the work of an organization. 9. Define lean management and explain its implementation in organizations. 10. Organize business activities related to company s vision, mission, and values to achieve established action plans. Competency: Planning 1. Compare and contrast the planning function to other management functions. 2. Explain what planning is and the importance of planning. 3. Define time management and identify effective time management guidelines. 4. Define how plans should link from the top to the bottom of the organization, utilizing the definitions of strategic and tactical planning. 5. Describe Gantt and PERT charts. 6. Identify components common to management by objective (MBO) programs. 7. Distinguish between strategic (long-term) and operational (short-term) plans. 8. Describe the strategic planning process and assess how strategic planning impacts the organization and the individual. 9. Develop and identify examples of strategic plans, tactical plans, and operational plans. 10. Create or select measurable outcomes to meet organization, program, or unit objectives. 11. Explain the purpose, list the parts of a business plan, and develop an effective business plan. 12. Identify and use planning tools (e.g., business and action plans, company goals and objectives, budgets, policies, SWOT, and benchmarks) to guide organization s activities. 13. Identify and assess business risks, select risk-management strategies, and develop and evaluate a risk-management plan. 14. Analyze the components of a financial plan. 15. List and explain the types of plans: strategic, intermediate, operational, and contingency.
6 Competency: Policies and Strategies 1. Define SWOT and conduct an organizational SWOT. 2. List the steps in strategic management. 3. Explain the nature and scope of quality management practices and frameworks (e.g., Six Sigma, ITIL, and CMMI) within a business. 4. Develop, interpret, and explain written organizational policies and procedures to help employees perform their jobs according to employer rules and expectations. 5. Determine alternative actions to take when goals are not being met. 6. Develop and implement security policies/procedures to protect employees and to minimize chance for loss. 7. Implement personal and job site safety rules and regulations to maintain safe and healthful working conditions and environments. Competency: Staffing 1. Discuss HR related laws and how they influence human resource decisions, including: Civil Rights Act, American with Disabilities Act, and the Family and Medical Leave Act. 2. Discuss the effects of the National Labor Relations Act of 1935 (Wagner Act) and the Labor Management Relations Act of 1947 (Taft-Hartley Act) on labor relations. 3. Develop a staffing plan and prioritize staffing needs to minimize costs while maximizing business contribution. 4. Discuss the purposes of the orientation and training of employees. 5. Identify methods/procedures for recruiting employees, publicizing job openings, interviewing, and selecting applicants for employment. 6. Discuss factors and outline the procedures used in employee performance documentation, promotion, and termination including grievance processes. 7. Review legal issues (e.g., harassment, employee rights, privacy, drug testing, labor dispute, discrimination and substance abuse) and potential impact to the business. 8. Resolve staff issues/problems to enhance productivity and improve employee/employer relationships. 9. Define job analysis, job descriptions, and job specifications.
7 References: Career Cluster Resources for Business, Management and Administration National Association of State Directors of Career Technical Education Consortium. Washington, DC. Business Education Standards. National Business Education Association. Reston, VA. Business Management Competency-Based Task/Competency List. 2009/2010. The CTE Resource Center, Virginia Department of Education. Henrico, VA. Business Management Occupations Skill Standards. Vocational Technical Education Consortium of States, Decatur, GA. Business Supervision and Management Curriculum Framework Florida Department of Education. Tallahassee, FL. Management and Entrepreneurship Profile Division of Technical and Adult Education. Charleston, WV. Strategic Decision Making Course Outline. Corporate Education Group, Chelmsford, MA. Principles of Management and Team Project Course Competencies. Technical College System of Georgia, Atlanta, GA. Service Sector Management, Business Plan Development, Leadership, and Management Communication Techniques Course Competencies. Technical College System of Georgia, Atlanta, GA. Human Relations in Business and Industry, Supervision, Dynamics of Leadership, Business Organization and Management Course Competencies. Pima Community College, Tucson, AZ. Business Management and Leadership Management Course Standards. Utah Education Network, Salt Lake City, UT. Management Concepts Training Course Outlines Management Concepts, Tysons Corner, VA. Management Course Outcomes. Harvest Education Technical College, Brisbane, Australia. Principles of Management Course Outline. Butler County Community College, Butler, PA.
DESCRIPTION Business Management seeks to develop sound management concepts within students, as management plays a role in any future employment opportunity. Students are able to analyze, synthesize, and
SIXTH EDITION Quality Management for Organizational Excellence Introduction to Total Quality David L Goetsch Stanley B. Davis Pearson Education International CONTENTS PART ONE Philosophy and Concepts 1
Supervision Concepts and Skill-Building Seventh Edition Samuel C. Certo Steinmetz Professor of Management Crummer Graduate School of Business Rollins College I McGraw-Hill I Irwin Contents Preface iv About
MANAGEMENT SKILLS ONLINE COURSE SELECTION Undertake Project Work (BSBPMG522A) This learning unit describes the performance outcomes, skills and knowledge required to manage a straightforward project or
University of Texas at El Paso Professional and Public Programs 500 W. University Kelly Hall Ste. 212 & 214 El Paso, TX 79968 http://www.ppp.utep.edu/ Contact: Sylvia Monsisvais 915-747-7578 email@example.com
Business Education 6 12 Section 51 1 Knowledge of information and technological systems 1. Identify touch keyboarding techniques. 2. Identify standard formats for business documents. 3. Identify the purposes,
CIAC CALL CENTER MANAGEMENT COMPETENCIES CIAC-Certified Operations Manager (CCOM) These competencies represent the knowledge, skill, and behavioral requirements for professionals pursuing certification
Appendix A: Required Professional Capabilities Classification System 10000 FUNCTIONAL AREA ONE: STRATEGY 10100 10101 10102 10103 10104 10105 Impact the organization and human resources practices by bringing
Exploring Careers Introduction to Work Defining Work Differentiate between a job, a career, and an occupation. Determine how career plans are affected by skills, interests, and preferred lifestyle. Examine
Would I Follow Me? An Introduction to Management Leadership in the Workplace This dynamic program clearly shows the right and wrong ways to deal with the very important human dimension of team performance.
Revised Body of Knowledge And Required Professional Capabilities (RPCs) PROFESSIONAL PRACTICE Strategic contribution to organizational success RPC:1 Contributes to the development of the organization s
Office of Continuing Education 5201 University Boulevard Laredo, TX 78041 TAMIU MyCAA Website Contact: Jacqueline H. Arguidegui 956.326.3068 firstname.lastname@example.org Education & Training Plan Student Full Name: Start
The Wisconsin Comprehensive School Counseling Model Student Content Standards The Wisconsin Comprehensive School Counseling Model builds the content of developmental school counseling programs around nine
The following Cluster (Foundation) Knowledge and Skill Chart provides statements that apply to all careers in the Business Management and Administration Cluster. Persons preparing for careers in the Business
Business Management and Administration Career Cluster Entrepreneurship Course Number: 06.41610 Course Description: How do you turn an idea into a business? Experience just that in this course! Entrepreneurship
Position Title: Management Info Chief Working Title: Technical Project Management Section Chief This management position directs the operational activities of the Project Management Office whose mission
HR CERTIFICATION INSTITUTE HUMAN RESOURCE MANAGEMENT PROFESSIONAL BODY OF KNOWLEDGE HRMPSM 1 HR CERTIFICATION INSTITUTE hrci.org 16% 32% 23% 29% ABOUT THE HRMP SM CREDENTIAL Human Resource Management Professional
Competency: Project Definition 1. Define project management and the context of modern project management. 2. Describe how to manage projects throughout the five major process groups. 3. Define the characteristics
U.S. NUCLEAR REGULATORY COMMISSION COMPREHENSIVE Diversity Management Plan Vision Statement: NRC is an agency where all employees are valued and have an equal chance to succeed, thereby increasing organizational
1 SOUTH SEATTLE COMMUNITY COLLEGE (Technical Education) COURSE OUTLINE Allen Stowers - Date: January 09 DEPARTMENT: CURRICULUM: COURSE TITLE: Supervision & Management (SMG) Supervision and Management Executive
Business Leadership www.odessa.edu/dept/management Faculty: Nancy Stewart, chair; Sue Jones, Connie Nichols The business leadership department philosophy states that everyone should manage all resources,
Career Service Authority Therapist Supervisor Page 1 of 6 GENERAL STATEMENT OF CLASS DUTIES Performs supervisory duties over professional mental health therapists engaged in performing a variety of social
HRCI Recertification Credits last updated: November 2013 SkillSoft is an HR Certification Institute Approved Provider. Being an HR Certification Institute Approved Provider gives recertification candidates
DESERT COMMUNITY COLLEGE DISTRICT DIRECTOR OF TUTORING AND ACADEMIC SKILLS CENTER (TASC) AND SUPPLEMENTAL INSTRUCTION (SI) BASIC FUNCTION Under the direction of the Executive Dean of Institutional Effectiveness,
NORTH CAROLINA SCHOOL EXECUTIVE EVALUATION RUBRIC Preservice Candidates Standard 1: Strategic Leadership School executives will create conditions that result in strategically re-imaging the school s vision,
Marketing Management Draft 2001 Delta Epsilon Chi Competitive Events for this competitive event are used to define the parameters of the written exam and other activities that are part of the overall competition.
Management and Marketing Course Descriptions Management Course Descriptions HRM 301 Human Resources Management (3-0-3) Covers all activities and processes of the human resources function that include recruitment,
MUNICIPAL MANAGEMENT ACADEMY PROGRAM OVERVIEW Municipal Management Academy Program Goal Mission statement: to provide effective training and educational opportunities for managers and supervisors in municipal
Basic Management Principles Author: Jack E. Fincham, PhD, RPh Dean & Professor University of Kansas School of Pharmacy Learning Objectives Understand basic management principles applying to individuals,
Example: Virginia Tech ~ Human Resources Strategic Plan, 2011-2014 Human Resources Mission We provide a positive HR service experience for applicants, employees, and retirees and collaborate with departments
PMP Certification Study Notes 9 - Project Human Resource Management Author : Edward Chung Categories : PMI PMP Exam Tips Introduction: This part of the notes on PMP Exam is about Project Human Resources
Marketing Career Cluster Marketing and Entrepreneurship Course Number 08.44100 Course Description: Marketing and Entrepreneurship is the second course in the Marketing and Management Career Pathway. Marketing
BAAS Mission Statement: Knowledge in Action BAAS Program 1. Demonstrate effective communication skills and techniques within an organization 2. Demonstrate effective project management skills 3. Function
GUILFORD COUNTY SCHOOLS JOB DESCRIPTION JOB TITLE: CHIEF HUMAN RESOURCES OFFICER HUMAN RESOURCES DIVISION GENERAL STATEMENT OF JOB Develops the vision, mission, goals and objectives for human resources
Occupational Profile and Curriculum Summary Presented for Comment OFO code 143905 Related Occupation Contact Centre Manager Table of Content Occupational Profile and Curriculum Summary... 1 Presented for
Career Service Authority Internal Audit Supervisor Page 1 of 6 GENERAL STATEMENT OF CLASS DUTIES Supervises professional internal auditing staff responsible for conducting financial, compliance, and performance
16- Master s Degree in Public Health and Public Health Sciences (Majoring Health Management, Planning and Policy) Students should fulfill a total of 38 credit hours: 1- Basic requirements: 10 credit hours.
DRAFT Using Leadership Competencies Tips and Tools for using Leadership Competencies in: Developing Position Qualifications / Selection & Interviewing Performance Management Professional Development Succession
IMCPM04 Project Scheduling and Cost Control Course Outline January 2012 Project Scheduling and Cost Control Course Aim Project Scheduling and Cost Control is a five-day (5 day) course which provides participants
1. Change Leadership: A structured approach to transitioning individuals, teams, and organizations from a current state to a desired future state. 2. Coaching: Organizational Development Theories and Techniques
About The IIA Global Internal Audit Competency Framework The IIA Global Internal Audit Competency Framework (the Framework) is a tool that defines the competencies needed to meet the requirements of the
CPS Human Resource Services May 2009 CPS Training Center Courses & The Competency Dictionary from California State s Human Resource Modernization Project Cross Reference Guide Submitted By: CPS Human Resource
Central Texas College HAMG 2388 Internship Hospitality Administration and Management Semester Hours Credit: 3 INSTRUCTOR: OFFICE HOURS: I. INTRODUCTION A. A worked-based learning experience that enables
Overview This standard identifies the requirements associated with leading and managing change within care services. It includes the implementation of a shared vision for the service provision and using
1 Educational Leadership & Policy Studies Masters Comprehensive Exam and Rubric (Rev. July 17, 2014) The comprehensive exam is intended as a final assessment of a student s ability to integrate important
Career Cluster: Management and Administration Cluster Big Idea: Organization Administrative Services Pathway Cluster Enduring Understandings: Organization provides the framework for management. Management
1. VSON N PURPOS ourts that are managed effectively have a strategic vision that reflects enduring purposes and responsibilities. The s strategic vision should resonate in uman Resources Management and
Course Title Administrative Professionals: Common Administrative Support Tasks Administrative Professionals: Maximizing Your Relationship with Your Boss Administrative Professionals: Interacting with Others
Leadership and Management Competencies 0 The Saskatchewan Public Service Vision: The Best Public Service in Canada Our Commitment to Excellence Dedicated to service excellence, we demonstrate innovation,
Performance Competencies for Schedule II Levels 7-12 Performance : What is it? Performance management is a systematic approach to setting performance standards, coaching employees to achieve standards,
Competency: Communication (including culture and language) 1. Describe information systems and communications for international business. 2. Define terms such as culture, multiculturalism, stereotyping,
B408 Human Resource Management MTCU code - 70223 Program Learning Outcomes Synopsis of the Vocational Learning Outcomes* The graduate has reliably demonstrated the ability to 1. contribute to the development,
POD Quarterly Courses & Related Competencies Competencies are skills or behaviors that are essential for success in specific roles. In this document, you ll find more than twenty competencies as defined
A Correlation of Exploring Careers for the 21 st Century 2011 To the Georgia Performance Standards for Career Management Grade 8 FORMAT FOR CORRELATION TO THE GEORGIA PERFORMANCE STANDARDS Subject Area:
Career Service Authority Clinical Social Work Team Leader Page 1 of 6 GENERAL STATEMENT OF CLASS DUTIES Performs supervisory duties over professional social workers engaged in performing a variety of social
Subchapter I. Hospitality and Tourism 130.224. Restaurant Management (One-Half to One Credit). (a) General requirements. This course is recommended for students in Grades 10-12. Recommended prerequisite:
QCF Syllabus Organisational Behaviour Unit Title Organisational Behaviour Unit Reference Number H/502/4794 Guided Learning Hours 160 Level 5 Number of Credits 18 Unit purpose and aim(s): This unit aims
Cairns & Hinterland Hospital & Health Service HIGHLIGHT REPORT Report Content 01 Your workplace outcomes and drivers of outcomes 02 Your workplace climate at a glance 03 Workplace climate in your divisions
Wallingford Public Schools - HIGH SCHOOL COURSE OUTLINE Course Title: Business Principles and Management Course Number: 8163 Department: Business & Finance Grade(s): 12 Level(s): Academic Credit: ½ Course
JOB PERFORMANCE APPRAISAL Monroe County Community College Administrators Name: Position: Supervisor: Evaluation Period: Instructions: Supervisors write comments to describe the work performance in each
POSITION DESCRIPTION Position Title: Project Manager Date: January 2013 Department: Business Improvement team Position code: Sub department: Position level: D (Professional) Location: Sydney Geographic
Employer Assistance and Resource Network People with disabilities account for over 5.5% of those employed nationwide (see Figure 1). While the precise percentage varies among sectors,2 individuals with
SBEC/TExES Framework for Principal Certification The following SBEC Principal Domains, Competencies and supporting standards represent the knowledge, skills and dispositions principal candidates should
United Nations Expert Group Meeting on Managing Diversity in the Civil Service United Nations Headquarters, New York, 3-4 May 2001 Best Practices in Diversity Management Neil E. Reichenberg Executive Director
UCR Core Competency Model Behavioral Indicators Rev. 03/20/2013 COMMUNICATION Shares and receives information using clear oral, written, and interpersonal communication skills. Behavioral Indicator-Operational
Management Principles and the Records and Information Management (RIM) Program Management Principles and the RIM Program Principles of Management Human Resources/Staffing Methodologies Financial Considerations
CERTIFICATIONS IN HUMAN RESOURCES» aphr ASSOCIATE PROFESSIONAL IN HUMAN RESOURCES aphr EXAM CONTENT OUTLINE aphr TM EXAM CONTENT OUTLINE AT-A-GLANCE aphr TM EXAM WEIGHTING BY FUNCTIONAL AREA» HR Operations
Training Categories: Page 2 Workplace Wellness (6 videos) Our employee wellness training videos on topics such as Respect in the Workplace, Stress Management, Ergonomics and Substance Abuse are intended
Course Descriptions for the Business Management Program Upon completion of two quarters, students will earn a Professional Certificate in Business Management with a specialization in a chosen area: HR,
Course Description (Master of Human Resource Management) MHRM Programme Compulsory Courses: BA 601 - Scientific Research and Statistical Analysis Business research is crucial in building graduate capabilities
Your consent to our cookies if you continue to use this website.