Stress Management and Time Management

Consequently, there are many resources with guidelines and tips to manage time more effectively. Time management and stress management often are closely related and discussed together.

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Program Management

Program management or programme management is the process of managing several related projects, often with the intention of improving an organization's performance. In practice and in its aims it is often closely related to systems engineering and industrial engineering.

The Program Manager has oversight of the purpose and status of all projects in a Program and can use this oversight to support project-level activity to ensure the overall program goals are likely to be met, possibly by providing a decision-making capacity that cannot be achieved at project level or by providing the Project Manager with a program perspective when required, or as a sounding board for ideas and approaches to solving project issues that have program impacts. Typically in a program there is a need to identify and manage cross-project dependencies and often the PMO (Program or Project Management Office) may not have sufficient insight of the risk, issues, requirements, design or solution to be able to usefully manage these. 

The Program manager may be well placed to provide this insight by actively seeking out such information from the Project Managers although in large and/or complex projects, a specific role may be required. However this insight arises, the Program Manager needs this in order to be comfortable that the overall program goals are achievable.

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Project Management

Project management includes developing a project plan, which includes defining and confirming the project goals and objectives, identifying tasks and how goals will be achieved, quantifying the resources needed, and determining budgets and timelines for completion. 

It also includes managing the implementation of the project plan, along with operating regular 'controls' to ensure that there is accurate and objective information on 'performance' relative to the plan, and the mechanisms to implement recovery actions where necessary.

Path-goal Theory

Develop by Robert House, path-goal theory is a contingency model of leadership that extracts key element from the ohio state leadership reaserch on initiating structure and consideration and the expectancy theori of motivation.

The essence of the theory is that it’s the leader’s job to assist his or her follower.

Managing Work Force Diversity

Work force diversity means that organizations are becoming more heterogeneous in terms of gender, race, and ethnicity. But the term encompasses anyone who varies from the so-called norm (Robbins: 1996).

The challenge for organizations, therefore, is to make themselves more accommodating to diverse groups of people by addressing their different lifestyles, family needs, and work styles. The melting pot assumption is being replaced by one that recognizes and values differences.

Managers will need to shift their philosophy from treating everyone alike recognizing differences and responding to those differences in ways that will ensure employee retention and greater productivity—while, at the same time, not discriminating (Robbins: 1996).

Strategic Managemen Process

Strategic managemen process is the process of identifying and pursuing the organization's mision by aligning the organization's internal capabilities with the external demands of its environment (Gary, 1995).

Manager's Job

As david kwok found out when he became a manager at the Princeton review, regardless of wether it's called 'the leading function', 'interpersonal roles', 'human skills', or 'human resorce management and networking activities', it's clear that managers need to develop their people skills if they're going to be effective and successful in their job.