First-line managers generally require more technical skills and fewer conceptual skills.
Conceptual skills are vital for top managers, less critical for mid-degree managers and no longer required for first-stage managers. As we move from the bottom of the managerial hierarchy to the pinnacle, the significance of these capabilities will upward thrust. Professional first-line managers can pay attention, talk, and write truely and continually, speaking for maximum effect with people at all degrees inside the organization, including team members, superiors, friends, and others. it is specifically important to correctly speak desires and expectations.technical abilities are the most vital for lower level managers because the managers surpervise the workers who produce products or serve clients. Group leaders and first-line managers want technical understanding and competencies to train new employees and help employees remedy problems. Pinnacle managers need sturdy conceptual abilities, whilst the ones at midlevels need top interpersonal abilities and those at lower stages want technical abilities. All managers want robust communication, selection-making, and time-management skills.
Because of this first-line managers need to be skillful hassle solvers who recognize the way to quick expand alternative plans and enforce them within teams. First-line managers have to remain agile and flexible when shifts unavoidably occur within an organizational structure.
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Answer:
$10,000 loss
Explanation:
Barry bought a property for $60,000. He sells it for $100,000 to a company he owns 50% of. 50% of $100,000 = $50,000. He bought it for $60,000 and sold it for $50,000... that's a $10,000 loss. But they did say they are keeping the property for resale so there still may be hope :D
This white paper evaluates the difference between leadership and board leadership in creating strategic plans for healthcare organizations.
Leadership and governance includes ensuring a strategic policy framework that combines effective oversight, partnership building, regulation, attention to system design and accountability.
The Board's role in strategic planning includes identifying priorities, setting goals and objectives, allocating resources, and allocating funds to support decisions that need to be made in relation to the strategic plan. increase. The board is also responsible for overseeing the execution of the strategic plan.
Successful leadership and management must scan, focus, coordinate/move rapidly, inspire, plan, organize, implement, measure and evaluate.
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Answer: Will report a liability of $5000 for judgement debt and a claim of $11,000
Explanation:
The liability refers to the obligations of the firm which are certain is going to make payment as compensation.
The $5000 liability, although payment has not been made it's already Incurred by the company under the acural concept.
The claim of $11,000 is only probable and not certain even though amount and time of execution can be estimated, since it's not certain it will only be recorded as a claim in the goverments fund balance sheet.
Answer:
Executive Director, Non Executive Director
Explanation:
Landon is a senior manager for the firm Anderssen Inc. Because of his experience, he has been appointed to the board of EEC Inc., even though he doesn't work for this firm. He also serves on the boards of several other companies. Landon is an Executive Director for Anderssen and a Non Executive Director for EEC.
An executive director has operational responsibilities in a firm but a non executive director does not have operational responsibilities in a firm but is involved in planning and policy formation which are strategic activities.
Operational refers to the daily running of a business.
