Complementary assets are crucial for organizations and managers as they enhance the value of a primary product or service, enabling a competitive advantage. These assets, which may include skilled labor, customer relationships, or proprietary technology, support the effective implementation and commercialization of innovations. By leveraging complementary assets, organizations can improve operational efficiency, increase market reach, and drive customer satisfaction, ultimately leading to sustained growth and profitability. Managers must recognize and invest in these assets to maximize their core offerings' impact.
Managers use statistics to assess risks. When a project has a high probability of being unsuccessful, managers will avoid the project.
Managers might use the grapevine to their benefit in order to find out about any employee dissatisfaction. They can also find out about potential problems that are occurring in areas of the company.
Quantitative techniques provide managers with concrete evidence and information, which allows them to make better decisions. Without quantitative techniques, managers would guess and risk assets of the business.
Bob
can managers be too satisfied with their jobs? can they be too committed to their organizations? why or why not?
So that the organization has order.
Organizations need management accounting so that managers can know how their departments are performing. Without managerial accounting, managers will be operating in the dark.
manager's planning in organisation
organizations promot there employee different ways including transferring middle managers strategy managers
What are important features of organizations that managers need to know about in order to build and use information systems successfully.?
Managers are not more important than staffs. They are equally important as managers would need the staffs to meet the objectives of the organizations and staffs need managers for guidance and coordination.
to effectively manage the workplace and maximise efficiency and profit
highest-level managers
highest-level managers
highest-level managers
how can managers blend the guidelines for making effective decisions in today's world with the rationality and bounded rationality models of decision-making or can the