Which Product Support Client Communication email template should I use if I need to notify my client that I have enough information and that I have changed the priority of the case?

Phase 3 - Case Bing Worked (Has Enough Info, Priority Changed)

Phase 2 - Case Assignment Notification

Phase 3 - Case Bing Worked (Has Enough Info, Priority Unchanged)

Email Support - Non-Callers Final Knowledge Check

"Sofia e la Rete Invisibile: Una Storia di Coraggio e Consapevolezza" Sofia, una vivace adolescente di 15 anni, amava trascorrere il suo tempo libero online. Era un modo per connettersi con amici, scoprire nuove passioni e rimanere aggiornata sulle ultime tendenze. Tuttavia, Sofia non sapeva che dietro la brillantezza dello schermo si celavano pericoli che avrebbero messo alla prova la sua sicurezza e la sua forza interiore. Un giorno, Sofia ricevette una richiesta di amicizia da un ragazzo molto affascinante di nome Marco. Era il classico "ragazzo perfetto" con interessi simili ai suoi e sembrava conoscerla molto bene. Iniziarono a chattare e Marco sembrava davvero interessato a lei. Presto, i loro messaggi divennero sempre più frequenti, fino a diventare un'abitudine quotidiana. Tuttavia, Sofia non sapeva che dietro l'immagine perfetta di Marco si nascondevano pericoli nascosti. Marco era un abile truffatore virtuale che mirava a sfruttare gli adolescenti online per scopi personali. Marco iniziò ad applicare una serie di tattiche per ingannare Sofia. Utilizzò il grooming per guadagnarsi la sua fiducia, facendole credere di essere una persona di cui potersi fidare. Conquistò il cuore di Sofia e poi iniziò a spingerla a partecipare a una pericolosa sfida online, promettendo popolarità e riconoscimento tra i suoi amici virtuali(challenge) Incuriosita dalle potenziali ricompense, Sofia decise di accettare la sfida, ignara dei rischi nascosti dietro di essa. Ma ciò che sembrava un gioco innocente si trasformò rapidamente in un incubo. La sfida si rivelò manipolata da Marco per coinvolgere gli adolescenti in atti illegali, mettendo in pericolo la loro sicurezza. Successivamente, Marco sfruttò la fiducia guadagnata per spingere Sofia a inviare foto intime di sé stessa. Sostenne che fosse un modo per dimostrare il loro amore virtuale. Ignorando i pericoli del sexting, Sofia acconsentì, inconsapevole delle conseguenze che avrebbe affrontato in seguito. Ciò che Sofia non sapeva era che Marco aveva intenzione di usare quelle foto per ricattarla. Iniziò a minacciarla, dicendole che se non avesse fatto quello che voleva, avrebbe pubblicato le foto su internet. Sofia era terrorizzata e si sentiva intrappolata in una spirale di minacce e abuso emotivo. Determinata a liberarsi dalle grinfie di Marco, Sofia prese coraggio e decise di agire. Si aprì con sua madre, raccontandole l'intera storia e i pericoli a cui era esposta. Insieme, presero le misure necessarie per proteggere Sofia. Bloccarono e segnalarono Marco su tutti i suoi account di social media e di chat. Questo passo cruciale ha impedito a Marco di contattarla e di avere ulteriori influenze sulla sua vita online. Sofia non si fermò qui. Raccolse prove delle minacce, dei messaggi ingannevoli e del ricatto perpetrato da Marco. Fece screenshot delle conversazioni e salvò copie dei messaggi ricevuti, creando una solida documentazione delle azioni di Marco. Queste prove sarebbero state fondamentali per intraprendere azioni legali e proteggere se stessa. Con le prove in mano, Sofia decise di segnalare l'account di Marco alle piattaforme e ai servizi di social media che stavano utilizzando. Fornì loro tutte le prove raccolte, consentendo loro di prendere provvedimenti contro il comportamento dannoso di Marco. Rendendo le autorità competenti consapevoli della situazione, Sofia coinvolse la polizia postale o un'organizzazione specializzata in crimini informatici. Fornì loro tutte le prove e le informazioni necessarie per avviare un'indagine approfondita su Marco. Sofia sapeva che doveva anche cercare supporto da esperti di sicurezza informatica specializzati in questioni di cybercrimine. Ottenne consigli su come proteggersi meglio online e su come prevenire situazioni simili in futuro. Questa consulenza le permise di comprendere meglio i pericoli della rete e di acquisire le competenze necessarie per proteggersi e navigare in modo sicuro online. Con coraggio e determinazione, Sofia prese misure concrete per liberarsi da Marco e proteggere se stessa. La sua storia è un esempio di resilienza e consapevolezza per gli altri adolescenti che potrebbero trovarsi in situazioni simili. Sofia ha dimostrato che è possibile combattere i pericoli della rete e ottenere giustizia, cercando il sostegno delle persone fidate, utilizzando le risorse a disposizione e facendo sentire la propria voce "La Missione Digitale: Proteggere il Mondo Virtuale" C'era una volta un gruppo di studenti di 15 anni, conosciuti come "The Digital Defenders", che avevano un talento speciale per la tecnologia. Amavano esplorare il mondo digitale e sfruttarne le opportunità. Ma un giorno, un pericoloso nemico minacciò la tranquillità del loro mondo virtuale. Questo nemico malvagio era conosciuto come "Il Cacciatore Digitale". Il suo scopo era infiltrarsi nei computer degli utenti, rubare informazioni personali e diffondere caos attraverso il cyberspazio. Il Cacciatore Digitale utilizzava diverse armi per raggiungere i suoi scopi. Una delle sue armi più potenti era il "Fishing". Usava messaggi ingannevoli e siti web contraffatti per cercare di catturare le informazioni personali degli utenti. Si fingeva spesso una figura di autorità, cercando di indurre gli utenti a fornire le loro password o i dati sensibili. Ma i Digital Defenders non si sarebbero arresi facilmente. Si misero all'opera per difendere il loro mondo digitale. Si dotarono di antivirus e antimalware potenti per combattere i virus e gli spyware, che erano armi preferite del Cacciatore Digitale. I Digital Defenders si addestrarono per riconoscere le trappole del Cacciatore Digitale. Impararono a identificare gli avvisi di sicurezza, a evitare di cliccare su link sospetti e a non aprire allegati di email provenienti da mittenti non fidati. Era fondamentale essere cauti e diffidare delle richieste di inserire informazioni personali su siti web non sicuri. Un altro strumento importante nella loro difesa era l'uso di password sicure. I Digital Defenders impararono che una password sicura doveva essere lunga, contenere una combinazione di lettere maiuscole e minuscole, numeri e caratteri speciali. Evitarono di utilizzare password facili da indovinare come nomi di animali domestici o date di compleanno. I Digital Defenders erano consapevoli che i cookie, piccoli file salvati sui loro dispositivi, potevano rivelare informazioni personali e tracciare le loro attività online. Impararono a gestire le impostazioni dei cookie nei loro browser e a cancellarli regolarmente per proteggere la loro privacy. Infine, i Digital Defenders si unirono a una missione importante: educare gli altri studenti sulla sicurezza digitale. Organizzarono workshop nelle loro scuole, condivisero consigli sui social media e si impegnarono a diffondere la consapevolezza sugli attacchi digitali e le misure di sicurezza. La loro missione ebbe successo. Gli studenti impararono ad affrontare il Cacciatore Digitale con fiducia. Ognuno di loro divenne un difensore digitale, pronti a proteggere il mondo virtuale. Con il loro impegno e la loro determinazione, i Digital Defenders riuscirono a sconfiggere il Cacciatore Digitale e a proteggere il mondo virtuale. La loro storia è un monito per tutti gli studenti di 15 anni, invitandoli a essere consapevoli dei pericoli digitali e a prendere misure per proteggere la loro sicurezza e privacy online. "La Conquista della Libertà Digitale: Il Viaggio di Luca" C'era una volta un ragazzo di nome Luca, un adolescente di 15 anni, che si trovava nel bel mezzo di una sfida epica: la conquista della libertà digitale. Luca amava il mondo online, passava ore a navigare sui social media, a giocare a videogiochi e a guardare video su Internet. Ma pian piano, si rese conto che la sua passione per la tecnologia stava prendendo il controllo della sua vita. Luca iniziò a notare che stava diventando sempre più dipendente da Internet. Passava notti insonni a chattare con gli amici virtuali e a navigare senza sosta, trascurando i suoi compiti scolastici e gli hobby che un tempo lo appassionavano. La sua dipendenza stava mettendo a rischio i suoi rapporti personali e la sua salute mentale. Un giorno, Luca si imbatté in una comunità online chiamata "Digital Freedom Fighters", formata da giovani coraggiosi che cercavano di liberarsi dalla dipendenza da Internet. Si unì a loro e insieme intrapresero un viaggio di autodisciplina e consapevolezza. Luca imparò che la sua dipendenza da Internet poteva essere causata dalla sindrome di "FOMO" (Fear of Missing Out), la paura di perdere qualcosa di importante o di essere escluso, e dalla sindrome di "FoMOB" (Fear of Missing Out on Better), la paura di perdere qualcosa di ancora migliore. La costante paura di perdere o di essere escluso lo spingeva a controllare continuamente il suo telefono e a rimanere connesso in ogni momento. I Digital Freedom Fighters guidarono Luca attraverso una serie di sfide per aiutarlo a prendere il controllo della sua vita digitale. La prima sfida consisteva nel fissare degli orari specifici per l'uso di Internet e dei dispositivi digitali. Luca si impegnò a dedicare del tempo alle attività offline, come leggere un libro, fare sport o trascorrere del tempo con la famiglia e gli amici. La seconda sfida consisteva nel disconnettersi completamente per un intero giorno. Luca si rese conto di quanto fosse dipendente dai suoi dispositivi quando provò l'ansia da disconnessione. Ma, col tempo, imparò ad apprezzare la libertà che deriva dal distacco digitale e a vivere il momento presente senza la costante interferenza della tecnologia. La terza sfida era quella di creare un diario delle emozioni. Luca iniziò a tenere traccia delle sue emozioni quando era online e quando era offline. Questo gli permise di comprendere meglio il suo stato mentale e le motivazioni dietro il suo comportamento digitale. Scoprì che spesso cercava distrazione o evasione attraverso Internet, ma che poteva trovare modi più sani per gestire le sue emozioni. Affrontando questi nuovi ostacoli, Luca si rese conto di essere affetto anche da nomofobia, la paura di essere senza il suo telefono o di non poter accedere a Internet. Questa paura lo rendeva ansioso e incapace di distogliere lo sguardo dallo schermo. Inoltre, Luca scoprì di essere a rischio di sviluppare la sindrome di "hikikomori", un fenomeno in cui le persone si ritirano completamente dalla società reale e si isolano nel mondo virtuale. Si rese conto che era importante trovare un equilibrio tra la sua vita online e offline, per evitare di perdere il contatto con il mondo reale e le relazioni significative. Inoltre, Luca notò che la sua dipendenza da Internet stava influenzando anche la sua capacità di concentrarsi e di mantenere l'attenzione. Questo deficit dell'attenzione rendeva difficile per lui concentrarsi sui compiti scolastici o sulle conversazioni reali, poiché la sua mente era costantemente attratta dalle notifiche e dalle distrazioni digitali. Affrontando questi nuovi ostacoli, Luca si armò di strategie per gestire la sua nomofobia, il rischio di kikikomori e il deficit dell'attenzione. Imparò a mettere il telefono in modalità silenziosa o a disattivare le notifiche durante le attività importanti, così da ridurre le distrazioni. Utilizzò tecniche di gestione dello stress, come la meditazione e l'esercizio fisico, per controllare l'ansia e mantenersi focalizzato. Inoltre, Luca si impegnò a impegnarsi in attività offline gratificanti, come la lettura di libri, la pratica di un hobby o il volontariato, per riempire il vuoto creato dalla sua dipendenza da Internet. Trovò nuovi modi per connettersi con gli altri nella vita reale, partecipando a gruppi di interesse comune e creando legami significativi. Con il passare del tempo, Luca riuscì a ritrovare l'equilibrio tra la sua vita digitale e quella reale. Sperimentò una maggiore soddisfazione nelle sue relazioni personali, un miglioramento delle prestazioni scolastiche e una maggiore consapevolezza del tempo trascorso online. La storia di Luca è un monito per gli studenti di 15 anni, invitandoli a riflettere sull'importanza di gestire in modo sano e consapevole la propria presenza online. È essenziale trovare un equilibrio tra il mondo digitale e quello reale, evitando le trappole della dipendenza e imparando a vivere una vita piena e significativa al di là dello schermo.

New Trends in Agriculture Extension approaches Extension has been, and still is, under attack from a wide spectrum of politicians and economists over its cost and financing. As a result, Extension Systems have had to make changes, by restating the system’s mission, developing a new vision for the future, and formulating plans for the necessary transition to achieve the desired change. 1. Privatization of Agricultural Extension Service Privatization: Process of funding and delivering the extension services by private individual or organization is called Private Extension. Concept: Privatization of extension refers to services rendered in rural area & allied aspects of extension personnel working in private agencies or organization for which farmers are expected to pay a fee & it can be viewed as supplementary or alternative to public extension services (Sarvanan & Shivalinge 1980). Privatization approaches ➢ Share cropping system ➢ Village extension contract system ➢ Public extension through private delivery ➢ Service for vouchers Strengths of Private Extension System ➢ More demand - driven rather than supply – driven ➢ High quality of services in terms of satisfying information needs of clientele, trained manpower, sustained finances and resource allocation ➢ Provides for an information mix and choices available to farmers ➢ Enhanced efficiency of staff ➢ Assure continuous supply and quality agricultural products ➢ More effective because farmer can select an adviser who is the best able to help ➢ Healthy competition among service provider will lead to better quality and lower costs for service Weakness of Private Extension System ➢ Concentrate on area having favorable physical environment ➢ More face-to-face contacts (person oriented) ➢ Increased dependence of farmers and hence exploitation ➢ No education role ➢ Deprivation of small farmers ➢ Hamper the free flow of information 2. Cyber Extension or e-extension Concepts Cyber space: it is the imaginary or virtual space of computers connected with each other on Networks, across the Globe. Cyber extension: it means 'using the power of online networks, computer communications and digital interactive multimedia to facilitate dissemination of agriculture technology. Cyber Extension thus can be defined as the extension over cyber space. Important tools of cyber extension E-Mail, Telnet, File Transfer Protocol (FTP), Gopher, Archie and World Wide Web (WWW) Strengths of Cyber Extension ➢ Access to the astounding information and continuously available ➢ Information rich and instantaneously available of information ➢ Interactive communication ➢ The information is available from any point on the globe ➢ Communication is dynamic ➢ Cut steps from traditional process ➢ Save money, time and effort ➢ Multiplicity of purpose Issues and Concerns of Cyber Extension ➢ Lack of Reliable Telecom Infrastructure in Rural Areas ➢ Erratic or no Power Supply ➢ Lack of ICT Trained manpower (willing to serve) in Rural Areas ➢ Lack of content (locally relevant and in local languages) ➢ Lack of Information Services to Rural Clientele ➢ Low Purchasing power of the Rural communities ➢ Lack of Holistic Approaches ➢ Issues of Sustainability Application of cyber extension ➢ Village information shops Dr. M.S. SwaminathanResearch Foundation, Chennai ➢ Information villagers MANAGE in Ranga Reddy District in Andhra pradesh ➢ Gyandoot net initiative of District Dhar, Madhya Pradesh. ➢ Warna wired village of National Informatics Center (NIC) in Kolhapur- Sangli Districts of Maharashtra 3. Market-Led-Extension (MLE) Concepts Market: A congregation of prospective buyers & sellers with a common motive of trading a particular commodity. Extension: It is the spreading/reaching out to the mass Market-led-extension: Agriculture & economics coupled with extension is the perfect blend for reaching at the door steps of common man with the help of technology. Dimensions of market-led extension ➢ Marketing mix: A planned mix of the controllable elements of a product's marketing plan commonly termed as 4Ps: product, price, place, and promotion. These four elements are adjusted until the right combination is found that serves the needs of the product's customers, while generating optimum income. ➢ Marketing plan: A marketing plan is a comprehensive document that outlines a business and marketing efforts for the coming year. It describes business activities involved in accomplishing specific marketing objectives within a set time frame. A marketing plan also includes a description of the current marketing position of a business, a discussion of the target market and a description of the marketing mix that a business will use to achieve their marketing goals. ➢ Market Intelligence: It is the information relevant to a company’s markets, gathered and analyzed specifically for the purpose of accurate and confident decision making. Market intelligence includes the process of gathering data from the company’s external environment, whereas the business intelligence process is primarily based on internal recorded events – such as sales, shipments and purchases. ➢ Market oriented production ➢ Use of Technology Strengths of market-led extension ➢ SWOT analysis of the market ➢ Organization of Farmers’ Interest Groups (FIGs) ➢ Enhancing the interactive and communication skills of the farmers ➢ Establishing marketing and agro-processing linkages ➢ Advice on product planning ➢ Educating the farming community ➢ Direct marketing ➢ Acquiring complete market intelligence ➢ Publication of agricultural market information Production of video films of success stories ➢ Challenges to market-led extension ➢ Gigantic size of extension system ➢ Information technology Diverse conditions ➢ Market intelligence ➢ Reforms in agricultural extension system Government Initiatives ➢ Central warehousing Corporation-1965 ➢ MSP by Commission for Agricultural Cost and Price (CACP) ➢ Food Corporation of India ➢ Then some others as: Cotton Corporation of India (CCI), Jute Corporation of India (JCI), National Dairy Development Board (NDDB), Agriculture and Processed food Export Development Authority (APEDA) etc. 4. Farmer--Led-Extension (FLE) Farmer--led-extension is defined as 'the provision of training by farmers to farmers, often through the creation of a structure of farmer promoters and farmer trainers' (Scarborough et al., 1997). Philosophy and principles ➢ Farmers and local institutions (e.g. producer organizations or village leaders) should play a key role in selecting farmer-trainers and monitoring and evaluating them. This helps make the programmes more accountable to the community or groups that they serve. ➢ Farmer-trainers are ‘of the community’; they communicate in local languages and are more sensitive to local cultures, mannerisms, farming practices, and farmers’ needs. ➢ Farmer-trainers should be selected on the basis of their skills and interest in sharing information, not just on their farming expertise. ➢ Farmer-trainers need strong linkages with and support from development agents (whether government, non-government organization (NGO), or private), the people who train and backstop them. Farmer-trainers generally serve as a complement to existing extension systems, rather than being a substitute for them. ➢ Facilitating organizations and local institutions need to be proactive in ensuring that women as well as men become farmer-trainers. ➢ Simple and appropriate reference materials should be made available to the farmer trainers. Essential Elements of Farmer--led-extension ➢ The group ➢ The Field ➢ The Facilitator ➢ The curriculum ➢ Programme leader ➢ Financing Special features of Farmer--led-extension ➢ All learning is field based & it is primary venue for learning ➢ FLE group learning constantly over the experimentation period ➢ FLE promotes healthy decisions & quality decisions ➢ Farmers conduct their own field studies with comparisons or treatments ➢ Facilitates Farmer-to-Farmer communication ➢ Field staff serve as facilitators ➢ FLE is a unique way to educate farmers ➢ It is an effective platform for sharing of experiences and collectively solving agriculture related problems. 5. Expert system Expert system is an intelligent computer program that uses knowledge and inferences procedures to solve problems (Daniel Hunt, 1986). Objectives of developing expert system ➢ To enhance the performance of agricultural extension personnel and farmer ➢ To make farming more efficient and profitable ➢ To reduce the time required in solving the problems ➢ To maintain the expert system by continuously upgrading the database Advantages of expert system ➢ Solves critical problems by making logical deductions without taking much time ➢ It combines experimental and conventional knowledge with the reasoning skills of specialists ➢ To enhance the performance of average worker to the level of an expert Limitations of expert system ➢ Expensive computer program ➢ Mostly developed not in regional languages ➢ Requires AC power and internet connection all the time ➢ Complex software requires computer skilled personnel Modules of expert system in agriculture ➢ COMAX: Integrated crop management in cotton ➢ SOYEX: Soybean oil extraction expert system ➢ PLANT/ds: Diagnosis of soybean diseases ➢ MAIZE: Maize expert system for field crop management ➢ SEMAGI: Weed control decision making in sunflowers ➢ Rice Crop Doctor: Developed by National Institute of Agricultural Extension Management (MANAGE) Difference between conventional and expert system of extension Conventional Extension ➢ Universal approachability of same information is a problem ➢ Information is given whatever is available without considering needs and resources ➢ No Cost benefit analysis ➢ Information flow depends on availability of agent ➢ Require users to draw their own conclusion from facts Expert System of Extension ➢ Universal approachability of same information is possible ➢ Information is chosen based on their needs and resources ➢ Cost benefit analysis ➢ Information through Cyber Cafe at any place at any time ➢ Conclusion is drawn based on the decision given by the expert

Chapter One: Management Today The challenges of working in the new economy recognize: 1.1 Working Today Talent Talented people- What they know, what they learn and what they can achive The source of organisational performance Develop skills and improve What is intellectual capital The combined brain power and shared knowledge of an organization's employees TO orginzations: Intellectual capital resents a strategic asset as human creativity, insight and decision making can be converted into superior performance To individuals: Intellectual capital is a personal asset, one to be nurtured and continually updated Things evolve, make sure we keep updated Intellectual capital: The package on intellect skills and capabilities that set us apart making us valable to potential employers Maintaining your talent: There is no escaping the fact that your career success will require a lot of initiative, self awareness and continuous learning Technology Tech is in our everyday lives Latest developments Smart phone, smart apparel, smart cars, smart homes We struggle to keep up with social media ana staying connected with messaging, full of email and voicemail What happenings as younger workers advance into management Flexibility Work ethic It is critical to build and maintain a high Tech IQ! What is Tech IQ: The ability to use current technologies at work and in your personal life, combined with the commitment to keep yourself updated as technology continues to evolve Intellectual capi5la is a combination of: Commitment x Competency = Intellectual capital How to make the world a better place Globalisation The worldwide interdependence of resources flows, product markets and business competition Under the influence, government leaders worry and about the competitiveness of nations just as corporate leaders worry about business competitiveness Emerging markets will power global growth over the next 20 years. By 2025 overall global consumption is forecast to reach $62 trillion, twice its 2013 level and fully half of this increase will come from the emerging world Consequence: Going to fast in uses resources, inflation, corporate greed It's cheaper to have things made in different countries (wages are low and going down) Shamrock organization 1 leaf - full time employees- standard career paths 2 leaf - “freelancers” 3 leaf - Part times without benefits (first to lose their jobs when employers face economic difficulties) The rising of emerging markets Now account for 60% of all low and medium technology manufacturing worldwide Total value add in high tech manufacturing from a low 26% in the 1970s to 48% at present China strategy to upgrade its industries and move the manufacturing value ching by prioritising 10 sectors Information technology, robotic, aerospace, maritime equipment, modern railway equipment, alternative energy vehicles, power equipment, agriculture equipment, advanced materials, biopharma and medical products Ethics A code of moral principa;s that sets standards for conduct that is “good” and “right” as well as “bad” and “wrong” Enron company huge corruption even in elections same thing happened with The Mechanism 1.2 - Organizations Organizational Purpose An orgnizations is a collection of people working together to achieve a common purpose Unique social phenomenon that enables its members to perform tasks far beyond the reach of individual accomplishment (synergy) The broad purpose of any orginzation is to provide goods or services of value to customers and clients A clear sense of purpose tied to: Quality of products and services Customer satisfaction Social responsibility Can be an important source of organisational strength and performance advantage All organisations are open systems (Systems that interact with its environment for renewal and growth) Organizations as systems All organizations are open systems that interact with their environment Continual process of obtaining resource inputs-people, information, resources and capital- and transforming them into outputs in the form of finished goods and services for customers One simple way to assess the impact of any organisation is to ask the question: How is the world different because it existed Value Creation: Organisations create value when they use resources well to produce good products and take care of their customers One simple way to assess the impact of any organization is to ask the questions: How is the world different because it existed? The 3 Ps of organizational performance Profit - is the decision economically sound? People - Does the decision treat people with respect and dignity? Planet - Is the decision good for the environment? Productivity: An overall measure of the quantity and quality of work performance with recourse utilisation taken into account Performance effectiveness: An output measure of task or goal accomplishment Performance efficiency: An input measure of the resource costs associated with goal accomplishment. Workplace changes that impact management Focus on valuing human capital Demise of “Command and control” Emphasis on teamwork Pre-eminence of technology New workforce expectations Importance of networking Concern for sustainability 1.3 Managers Importance of human resources and manger People are not ‘costs to be controlled’ High performing organizations treat people as valuable strategic assets Three takeaways 1. Give leaders broad authority 2. Encourage them to think like CEO 3. Challenge strong performers ealy with big opportunities Direct support, supervise and help activate the work efforts of others The people who managers help are the ones whose contributions represent the real work of the organisation Types of managers Line managers are responsible for work activities that directly affect organization’s output Staff managers use technical expertise to advise and support the efforts of line workers Functional managers are responsible for a single area of activity Quality of work life (QWL) An indicator of the overall quality of human experiences in the workplace QWL Indicators Respect Fair pay Safe working conditions Opportunities to learn and use new skills Room to grow and progress in a career Protection of individuals rights The organization as an upside-down pyramid A manager’s job is to support worker’s efforts The best managers are known for helping and supporting Customers at the top served by worker who are supported by managers 1.4 The management Process Managers achieve high performance for their organizations by best utilizing its humans and material resources Management is the process of planning, organizing, leading and controlling the use of resources to accomplish performance goals All managers are responsible for the four functions The functions are carried on continually Characteristics of managerial work Long hours Intense pace Fragmented and varied tasks Many communication media Filled with interpersonal relationships Managerial agendas and networks Agenda setting Develops action priorities for accomplishing goals and plans Networking Process of building and maintaining positive relationships with people who can help advance agendas Social Capital Capacity to attract support and help from others Learning The change in a behaviour that results from experience Lifelong learning The process of continuously learning from daily experiences and opportunities

The challenges of working in the new economy recognize: 1.1 Working Today Talent Talented people- What they know, what they learn and what they can achive The source of organisational performance Develop skills and improve What is intellectual capital The combined brain power and shared knowledge of an organization's employees TO orginzations: Intellectual capital resents a strategic asset as human creativity, insight and decision making can be converted into superior performance To individuals: Intellectual capital is a personal asset, one to be nurtured and continually updated Things evolve, make sure we keep updated Intellectual capital: The package on intellect skills and capabilities that set us apart making us valable to potential employers Maintaining your talent: There is no escaping the fact that your career success will require a lot of initiative, self awareness and continuous learning Technology Tech is in our everyday lives Latest developments Smart phone, smart apparel, smart cars, smart homes We struggle to keep up with social media ana staying connected with messaging, full of email and voicemail What happenings as younger workers advance into management Flexibility Work ethic It is critical to build and maintain a high Tech IQ! What is Tech IQ: The ability to use current technologies at work and in your personal life, combined with the commitment to keep yourself updated as technology continues to evolve Intellectual capi5la is a combination of: Commitment x Competency = Intellectual capital How to make the world a better place Globalisation The worldwide interdependence of resources flows, product markets and business competition Under the influence, government leaders worry and about the competitiveness of nations just as corporate leaders worry about business competitiveness Emerging markets will power global growth over the next 20 years. By 2025 overall global consumption is forecast to reach $62 trillion, twice its 2013 level and fully half of this increase will come from the emerging world Consequence: Going to fast in uses resources, inflation, corporate greed It's cheaper to have things made in different countries (wages are low and going down) Shamrock organization 1 leaf - full time employees- standard career paths 2 leaf - “freelancers” 3 leaf - Part times without benefits (first to lose their jobs when employers face economic difficulties) The rising of emerging markets Now account for 60% of all low and medium technology manufacturing worldwide Total value add in high tech manufacturing from a low 26% in the 1970s to 48% at present China strategy to upgrade its industries and move the manufacturing value ching by prioritising 10 sectors Information technology, robotic, aerospace, maritime equipment, modern railway equipment, alternative energy vehicles, power equipment, agriculture equipment, advanced materials, biopharma and medical products Ethics A code of moral principa;s that sets standards for conduct that is “good” and “right” as well as “bad” and “wrong” Enron company huge corruption even in elections same thing happened with The Mechanism 1.2 - Organizations Organizational Purpose An orgnizations is a collection of people working together to achieve a common purpose Unique social phenomenon that enables its members to perform tasks far beyond the reach of individual accomplishment (synergy) The broad purpose of any orginzation is to provide goods or services of value to customers and clients A clear sense of purpose tied to: Quality of products and services Customer satisfaction Social responsibility Can be an important source of organisational strength and performance advantage All organisations are open systems (Systems that interact with its environment for renewal and growth) Organizations as systems All organizations are open systems that interact with their environment Continual process of obtaining resource inputs-people, information, resources and capital- and transforming them into outputs in the form of finished goods and services for customers One simple way to assess the impact of any organisation is to ask the question: How is the world different because it existed Michal Porter - Value Chain Value Creation: Organisations create value when they use resources well to produce good products and take care of their customers One simple way to assess the impact of any organization is to ask the questions: How is the world different because it existed? Triple Bottom Line The 3 Ps of organizational performance Profit - is the decision economically sound? People - Does the decision treat people with respect and dignity? Planet - Is the decision good for the environment? Organizational Performance Productivity: An overall measure of the quantity and quality of work performance with recourse utilisation taken into account Performance effectiveness: An output measure of task or goal accomplishment Performance efficiency: An input measure of the resource costs associated with goal accomplishment. Workplace changes that impact management Focus on valuing human capital Demise of “Command and control” Emphasis on teamwork Pre-eminence of technology New workforce expectations Importance of networking Concern for sustainability 1.3 Managers Importance of human resources and manger People are not ‘costs to be controlled’ High performing organizations treat people as valuable strategic assets Three takeaways 1. Give leaders broad authority 2. Encourage them to think like CEO 3. Challenge strong performers easily with big opportunities Direct support, supervise and help activate the work efforts of others The people who managers help are the ones whose contributions represent the real work of the organisation Levels of management Types of managers Line managers are responsible for work activities that directly affect organization’s output Staff managers use technical expertise to advise and support the efforts of line workers Functional managers are responsible for a single area of activity Quality of work life (QWL) An indicator of the overall quality of human experiences in the workplace QWL Indicators Respect Fair pay Safe working conditions Opportunities to learn and use new skills Room to grow and progress in a career Protection of individuals rights The organization as an upside-down pyramid A manager’s job is to support worker’s efforts The best managers are known for helping and supporting Customers at the top served by worker who are supported by managers 1.4 The management Process Managers achieve high performance for their organizations by best utilizing its humans and material resources Management is the process of planning, organizing, leading and controlling the use of resources to accomplish performance goals All managers are responsible for the four functions The functions are carried on continually Four functions: Planning,organizing, leading and controlling Mintzberg’s 10 Managerial Roles Characteristics of managerial work Long hours Intense pace Fragmented and varied tasks Many communication media Filled with interpersonal relationships Managerial agendas and networks Agenda setting Develops action priorities for accomplishing goals and plans Networking Process of building and maintaining positive relationships with people who can help advance agendas Social Capital Capacity to attract support and help from others Learning The change in a behaviour that results from experience Lifelong learning The process of continuously learning from daily experiences and opportunities Katz’ Essential Managerial Skills

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