Role Of The Middle Managers At The Time Of Performing Their Part

My name is Vik Seedheeyan. I have been working for the Raphael Medical Centre for the past 22 years. I started off as a care assistant. I then went to do my nurse training and became a Registered Mental Health Nurse. I took on more responsibilities and worked my way up becoming the Team Leader, then Nurse Manager and recently I was appointed as the Director of Nursing.

Top-level executives and key managers are at the helm of the decision-making process with the focal point being selecting the best choice. Selecting the best choices or alternative of choices derive from assessments, interviews, surveys and audits that evaluates the strategic position of the selected choices. Consequently, the chief executive officer at some point should show how the middle-managers, front-line managers, employees and client fit into the decision-making process.

Reliable and valid information is essential to all businesses and organisations because they do not know where they are going and if they get to where they want to be it is more by luck than by good planning. Organisations use information for a variety of purposes and these are as

Data management is vital to any business as this is a key tool to an organisations business improvement, as you can refer back to data, and compare them against benchmarks. Analysing data can provide evidence for possible future structure such as identify trends, as well as indicate where improvements can be made. However there are strict procedures to be followed when collecting and storing data.

The effect strategic planning has on decision making and financial performance is key to your organizations success. The introduction of the balanced scorecard emphasized financial performance as one of the key indicators of a firm’s success and helped to link strategic goals to performance and provide timely, useful information to facilitate strategic and operational control decisions. This has led to the role of finance

I have always been interested in data, but the thought of processing data intimidates me. I think it scares me because there is a lot of data out there and I wouldn’t know what to do with all of the data. I feel like I would spend more time organizing the data, than I would actually processing into something useful. Then I learned in this week’s lecture that I should not be as intimidated as I am because it’d just data and much of the data collected without a strategy is useless. Too much data is not a good thing because it slows down the whole operations. Company should conduct a strategy first and figure out what they want the data to tell them before conducting any form of research. Once you have the key metric is completed, you can start

You can have a brilliant business strategy. But the value of even the most brilliant strategy is a function of the effectiveness and efficiency of its execution.

Data is very important and critical to any organisation, so is in the telecommunication industries. Information that can be easily used must be available so that the decisions makers within an industry can make informed decisions based on visible facts projected by the data available. If this is not the case, decision-making processes can become extremely challenging and, in some cases, impossible. The flow of information within an organization is critical to the success of that organization (Davenport & Prusak, 1998). Organizations struggle in collecting data, retrieving information and making decisions based on the extracted information. A decision making process consists of making judgments based on the qualitative data.

In strategic management some of the most important considerations are to be aware of the current operations, the

After reviewing the top, middle, and lower managers we agreed that each manager had a different strategy to manage their workplace. Each manager that we chose is from a different work environment and has a different amount of employees that they manage. The most effective top manager we chose was Vicki Hinkle who works for Corrections Corporation of America and has worked at this company since 1997. The most effective middle manager is Rebecca Hawkins who works for the Choctaw Nation of Oklahoma and has been employed for 26 years. The most effective line manager we agreed on is Jon Hager who has been there for almost a year. The least effective top, middle, and bottom manager we chose is Kale Payne, Teddy Frazier, and Taylor Trent.

As a result of the growing complexity of the business environment in which businesses operate, the data needs of a manager turn out to be more intricate and pressing too. The time accessible to a manager to asses, examine and respond to an issue or opportunity is highly lessened. Supervisors and their supporting data frameworks need to take quick, and trust completely fitting, action. At long last, to add to the issues, the outcomes of making wrong choices turn out to be more genuine and excessive. Entering the wrong markets, creating the wrong items or giving unseemly administrations will have major and enormous outcomes for the business.

3 1.1. 1.2. 1.2.1. 1.2.2. 1.3. 1.4. Data and information as source of management information ............................................................... 3 Gathering management information and making decisions ................................................................ 4 Environment Scanning ...................................................................................................................... 4 Management Information and Decision Making .............................................................................. 5 Managing Information Systems at DTZ ............................................................................................... 6 Strategic Importance of Information management at DTZ................................................................... 7

However, managers must formulate strategies, and select related objectives and measures, based on exante expectations about how the strategy will translate into financial performance. Thus, the strategic

A study published in the winter 1997 volume of Business Strategy Review suggests the major factor in a decisions success is the decision process itself. The study, by Paul Nutt, suggests that poor decision making

As an organisation grows bigger it requires more than one manager to control the operators. Middle line managers add strategic apex managers into the operating core with proper authority. In broad, one set of managers directs the operators for the basic unit and another set of managers takes charge to convert it to the higher level unit. Hence, these units come under one manager to form an organisation. Middle line managers observe the performance of the same unit and they produce the feedback to the managers above them.