Google Ragerank Explaination
14 years ago
Tuesday, January 5, 2010
Thursday, December 31, 2009
SPAN OF CONTROL
Span of control is also known as span of management, is a human resources management term that refers to the number of subordinates a supervisor can effectively manage. It is important concept for small business owners to understand.
"Span of control is widely taught in management schools and widely employed in large organizations like the military, government agencies, and educational institutions," Mark Hendricks wrote in an article for Entrepreneur. When a small business proprietor span of control becomes too large, it can limit the growth of his or her company. Even the best managers tend to lose their effectiveness when they spend all their time managing people and their issues and are unable to focus on long-term plans positioning for the business as a whole.So its very much needed in upcoming organisation.
The concept of span of control was developed in UK in 1922 by Sir Ian Hamilton. It arose from the assumption that managers have finite amounts of time, energy, and attention to devote to their jobs. In studies of British military leaders, Hamilton found that they could not effectively control more than three to six people directly. It followas the "rule of thumb" for span of control ever since. More than a decade later, A.V. Graicumas illustrated the concept of span of control mathematically. His research showed that the number of interactions between managers and their subordinates—and thus the amount of time managers spent on supervision—increased geometrically as the managers' span of control became larger. For example, as George P. Hattrup and Brian H. Kleiner noted in Industrial Management, the addition of a fifth subordinate under one manager raises the manager's potential interactions from 44 to 100, while the addition of an eighth subordinate increases the potential interactions from 490 to 1,080. At some point, the demands of these interactions with subordinates creates serious problems for the manager.
The concept of span of control was developed in UK in 1922 by Sir Ian Hamilton. It arose from the assumption that managers have finite amounts of time, energy, and attention to devote to their jobs. In studies of British military leaders, Hamilton found that they could not effectively control more than three to six people directly. It followas the "rule of thumb" for span of control ever since. More than a decade later, A.V. Graicumas illustrated the concept of span of control mathematically. His research showed that the number of interactions between managers and their subordinates—and thus the amount of time managers spent on supervision—increased geometrically as the managers' span of control became larger. For example, as George P. Hattrup and Brian H. Kleiner noted in Industrial Management, the addition of a fifth subordinate under one manager raises the manager's potential interactions from 44 to 100, while the addition of an eighth subordinate increases the potential interactions from 490 to 1,080. At some point, the demands of these interactions with subordinates creates serious problems for the manager.
It is crucial to note that all managers experience a decrease in effectiveness as their span of control exceeds the optimal level. The limitations implied by span of control are not short-comings of certain individual managers but rather of managers in general. In addition, it is important to understand that span of control refers only to direct reports, rather than to an entire corporate hierarchy. Even though a CEO may technically control hundreds of employees, his or her span of control would only include the department heads or functional managers who reported to the CEO directly. "When given enough levels of hierarchy, any manager can control any number of people—albeit indirectly," Hendricks noted. Entrepreneurs and small business owners are particularly susceptible to overextending their span of control. After all, many of these people have started a business from the ground up and are worry of losing control over its operations. They thus choose to manage lots of people directly, rather than delegating tasks to middle managers, in an effort to continue being involved in key decisions as the business grows. But this strategy can backfire, as Hendricks explained: "Extending span of control beyond the recommended limits engenders poor morale, hinders effective decision making, and may cause loss.Thus one can say that span of control is essential in on firm to uplift its position in market and to meet the requirement of managements needs.
Friday, December 11, 2009
Msc Project management Studied in Constructions:
MSc Project Management in Construction verview
Property Management, and design construction
The design, construction and property industries are main sectors of the economy with significance at both countries. How they interact with each other is particularly for the design of educational programmes. The School's view of the relationship between these industries is that the primary focus of the construction industry is on processes that lead to products - in that sense the construction industry is predominantly interested in supply-side issues. On the other hand, it is the use and occupation to which those products are put that concerns the property industry - making it a predominantly demand-side industry. The design industry is the creative force behind the processes and the solutions.
Study in these fields must recognise the importance of process, products and use/occupation. Educational programmes should provide a balance of studies across the full range of these issues and, additionally, the need to develop the individual, particularly in relation to key skills. Philosophy behind the programmes
The full-time or part-time Programme is designed to provide study that is both academically rigorous and provides the specific professional expertise in the student's chosen discipline, such that graduates may play a leading proactive role within industry.
Degree programmes are developed to provide a broad yet rigorous grounding in the principles and concepts of design, construction and property management whilst at the same time developing the student's abilities to be innovative and creative in solving unique problems.
Aims and objectives
The programmes are designed to meet the needs of individuals and corporations in managing change in a fast moving business and project environment. The programme emphasises the need for integration in projects and leadership in performance improvement.
The aim is to produce reflective practitioners able to initiate and implement change in the design, construction and property industries.
In designing the programme, the intention is to:
develop and deliver quality programmes that are responsive to the needs of both students and the construction and property industries
create an academic environment that promotes learning and the pursuit of knowledge
provide students with an education that allows them to fulfil their potential and prepares them for progression within their chosen discipline
engender key transferable skills of team-working, communication, problem-solving and innovation
encourage students to recognise the value of research
The principal learning objectives are that on successful completion of the programme a student will:
have acquired a knowledge and understanding of project and process management and recognise the significance of process, technology and people to the success of projects in the design, property and construction industries
be able to organise and plan construction projects and manage project information
critically examine existing practice through implementing process measurement and evaluate alternative strategies for process improvement
analyse corporate problems and design and implement strategies for change
lead and work effectively with project teams and communicate effectively in a variety of forms.So Project management is very crucial to all the levels of management and other concerned bodies.
Property Management, and design construction
The design, construction and property industries are main sectors of the economy with significance at both countries. How they interact with each other is particularly for the design of educational programmes. The School's view of the relationship between these industries is that the primary focus of the construction industry is on processes that lead to products - in that sense the construction industry is predominantly interested in supply-side issues. On the other hand, it is the use and occupation to which those products are put that concerns the property industry - making it a predominantly demand-side industry. The design industry is the creative force behind the processes and the solutions.
Study in these fields must recognise the importance of process, products and use/occupation. Educational programmes should provide a balance of studies across the full range of these issues and, additionally, the need to develop the individual, particularly in relation to key skills. Philosophy behind the programmes
The full-time or part-time Programme is designed to provide study that is both academically rigorous and provides the specific professional expertise in the student's chosen discipline, such that graduates may play a leading proactive role within industry.
Degree programmes are developed to provide a broad yet rigorous grounding in the principles and concepts of design, construction and property management whilst at the same time developing the student's abilities to be innovative and creative in solving unique problems.
Aims and objectives
The programmes are designed to meet the needs of individuals and corporations in managing change in a fast moving business and project environment. The programme emphasises the need for integration in projects and leadership in performance improvement.
The aim is to produce reflective practitioners able to initiate and implement change in the design, construction and property industries.
In designing the programme, the intention is to:
develop and deliver quality programmes that are responsive to the needs of both students and the construction and property industries
create an academic environment that promotes learning and the pursuit of knowledge
provide students with an education that allows them to fulfil their potential and prepares them for progression within their chosen discipline
engender key transferable skills of team-working, communication, problem-solving and innovation
encourage students to recognise the value of research
The principal learning objectives are that on successful completion of the programme a student will:
have acquired a knowledge and understanding of project and process management and recognise the significance of process, technology and people to the success of projects in the design, property and construction industries
be able to organise and plan construction projects and manage project information
critically examine existing practice through implementing process measurement and evaluate alternative strategies for process improvement
analyse corporate problems and design and implement strategies for change
lead and work effectively with project teams and communicate effectively in a variety of forms.So Project management is very crucial to all the levels of management and other concerned bodies.
Thursday, December 10, 2009
Friday, December 4, 2009
AN INTRODUCTION TO ROLE-BASED ACCESS CONTROL
AN INTRODUCTION TO ROLE-BASED ACCESS CONTROL
This bulletin provides background information on Role-Based Access Control (RBAC), a technical means for controlling access to computer resources. While still largely in the demonstration and prototype stages of development, RBAC appears to be a promising method for controlling what information computer users can utilize, the programs that they can run, and the modifications that they can make. Only a few off-the-shelf systems that implement RBAC are commercially available; however, organizations may want to start investigating RBAC for future application in their multi-user systems. RBAC is appropriate for consideration in systems that process unclassified but sensitive information, as well as those that process classified information.
What is Role-Based Access Control?
Access is the ability to do something with a computer resource (e.g., use, change, or view). Access control is the means by which the ability is explicitly enabled or restricted in some way (usually through physical and system-based controls). Computer- based access controls can prescribe not only who or what process may have access to a specific system resource, but also the type of access that is permitted. These controls may be implemented in the computer system or in external devices.
With role-based access control, access decisions are based on the roles that individual users have as part of an organization. Users take on assigned roles (such as doctor, nurse, teller, manager). The process of defining roles should be based on a thorough analysis of how an organization operates and should include input from a wide spectrum of users in an organization.
Access rights are grouped by role name, and the use of resources is restricted to individuals authorized to assume the associated role. For example, within a hospital system the role of doctor can include operations to perform diagnosis, prescribe medication, and order laboratory tests; and the role of researcher can be limited to gathering anonymous clinical information for studies.
The use of roles to control access can be an effective means for developing and enforcing enterprise-specific security policies, and for streamlining the security management process.
Users and Roles
Under the RBAC framework, users are granted membership into roles based on their competencies and responsibilities in the organization. The operations that a user is permitted to perform are based on the user's role. User membership into roles can be revoked easily and new memberships established as job assignments dictate. Role associations can be established when new operations are instituted, and old operations can be deleted as organizational functions change and evolve. This simplifies the administration and management of privileges; roles can be updated without updating the privileges for every user on an individual basis.
When a user is associated with a role: the user can be given no more privilege than is necessary to perform the job. This concept of least privilege requires identifying the user's job functions, determining the minimum set of privileges required to perform that function, and restricting the user to a domain with those privileges and nothing more. In less precisely controlled systems, this is often difficult or costly to achieve. Someone assigned to a job category may be allowed more privileges than needed because is difficult to tailor access based on various attributes or constraints. Since many of the responsibilities overlap between job categories, maximum privilege for each job category could cause unlawful access
This bulletin provides background information on Role-Based Access Control (RBAC), a technical means for controlling access to computer resources. While still largely in the demonstration and prototype stages of development, RBAC appears to be a promising method for controlling what information computer users can utilize, the programs that they can run, and the modifications that they can make. Only a few off-the-shelf systems that implement RBAC are commercially available; however, organizations may want to start investigating RBAC for future application in their multi-user systems. RBAC is appropriate for consideration in systems that process unclassified but sensitive information, as well as those that process classified information.
What is Role-Based Access Control?
Access is the ability to do something with a computer resource (e.g., use, change, or view). Access control is the means by which the ability is explicitly enabled or restricted in some way (usually through physical and system-based controls). Computer- based access controls can prescribe not only who or what process may have access to a specific system resource, but also the type of access that is permitted. These controls may be implemented in the computer system or in external devices.
With role-based access control, access decisions are based on the roles that individual users have as part of an organization. Users take on assigned roles (such as doctor, nurse, teller, manager). The process of defining roles should be based on a thorough analysis of how an organization operates and should include input from a wide spectrum of users in an organization.
Access rights are grouped by role name, and the use of resources is restricted to individuals authorized to assume the associated role. For example, within a hospital system the role of doctor can include operations to perform diagnosis, prescribe medication, and order laboratory tests; and the role of researcher can be limited to gathering anonymous clinical information for studies.
The use of roles to control access can be an effective means for developing and enforcing enterprise-specific security policies, and for streamlining the security management process.
Users and Roles
Under the RBAC framework, users are granted membership into roles based on their competencies and responsibilities in the organization. The operations that a user is permitted to perform are based on the user's role. User membership into roles can be revoked easily and new memberships established as job assignments dictate. Role associations can be established when new operations are instituted, and old operations can be deleted as organizational functions change and evolve. This simplifies the administration and management of privileges; roles can be updated without updating the privileges for every user on an individual basis.
When a user is associated with a role: the user can be given no more privilege than is necessary to perform the job. This concept of least privilege requires identifying the user's job functions, determining the minimum set of privileges required to perform that function, and restricting the user to a domain with those privileges and nothing more. In less precisely controlled systems, this is often difficult or costly to achieve. Someone assigned to a job category may be allowed more privileges than needed because is difficult to tailor access based on various attributes or constraints. Since many of the responsibilities overlap between job categories, maximum privilege for each job category could cause unlawful access
Overview of Leadership in Organizations
Overview of Leadership in Organizations
Many people today are seeking to understand -- and many people are writing about -- the concept and practices of leadership. There are a great many reasons for the popularity of the topic, including that organizations are faced with changes like never before. The concept of leadership is relevant to any aspect of ensuring effectiveness in organizations and in managing change. This topic in the Library helps you to fully understand the concept and practices of leadership.
There has been an explosion of literature about leadership lately. Leading is a very human activity -- we're all human -- so there are many people who consider themselves experts on leadership. Unfortunately, many people make strong assertions about leadership without ever really understanding a great deal about leadership. Understanding the concept of leadership requires more than reading a few articles or fantasizing about what great leaders should be.
NOTE: Some people use the term "leadership" (the capability to lead) to refer to executive management (a role in an organization). If you're seeking information about executive management, see Chief Executive Role and/or Boards of Directors.
NOTE: There are two closely related topics in the library, including Basic Overview of Supervision and Management (Introduction).
Many people today are seeking to understand -- and many people are writing about -- the concept and practices of leadership. There are a great many reasons for the popularity of the topic, including that organizations are faced with changes like never before. The concept of leadership is relevant to any aspect of ensuring effectiveness in organizations and in managing change. This topic in the Library helps you to fully understand the concept and practices of leadership.
There has been an explosion of literature about leadership lately. Leading is a very human activity -- we're all human -- so there are many people who consider themselves experts on leadership. Unfortunately, many people make strong assertions about leadership without ever really understanding a great deal about leadership. Understanding the concept of leadership requires more than reading a few articles or fantasizing about what great leaders should be.
NOTE: Some people use the term "leadership" (the capability to lead) to refer to executive management (a role in an organization). If you're seeking information about executive management, see Chief Executive Role and/or Boards of Directors.
NOTE: There are two closely related topics in the library, including Basic Overview of Supervision and Management (Introduction).
Organ Meaning and Definition
Organ Meaning and Definition
(n.) An instrument or medium by which some important action is performed, or an important end accomplished; as, legislatures, courts, armies, taxgatherers, etc., are organs of government.
(n.) A wind instrument containing numerous pipes of various dimensions and kinds, which are filled with wind from a bellows, and played upon by means of keys similar to those of a piano, and sometimes by foot keys or pedals; -- formerly used in the plural, each pipe being considired an organ.
(v. t.) To supply with an organ or organs; to fit with organs; to organize.
(n.) A natural part or structure in an animal or a plant, capable of performing some special action (termed its function), which is essential to the life or well-being of the whole; as, the heart, lungs, etc., are organs of animals; the root, stem, foliage, etc., are organs of plants.
(n.) A medium of communication between one person or body and another; as, the secretary of state is the organ of communication between the government and a foreign power; a newspaper is the organ of its editor, or of a party, sect, etc.
(n.) A component part performing an essential office in the working of any complex machine; as, the cylinder, valves, crank, etc., are organs of the steam engine.
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