Olimov muhiddin 59-21 gurux Definition of managerial system

Olimov muhiddin 59-21 gurux Definition of managerial system

Supervisor N.N.Sobirova

Definition

• Managerial systems are management structures that companies use to direct actions and activities toward company goals. These systems ultimately manage resources, policies, production and people. Managerial systems typically use standard or best practices to organize, establish and implement processes and production. Standard practices are step-by-step, tested methods or models of operating a business, managing production, implementing policies and choosing employees to hire and vendors or suppliers to purchase from.

Types

• Managerial systems vary according to the type of information being managed. For instance, the managerial system used to manage a company's occupational health and safety requirements varies from the one used to manage information security or production quality. Other types of managerial systems include environmental, social accountability, employee recruitment and customer service knowledge systems

Managerial Systems

• In some cases, managerial systems may overlap, such as a document management system, which may dovetail with legal requirements, accounting needs and information security. Supply chain management is another managerial system that may be adopted over several departments including manufacturing or production, distribution and purchasing. Managerial systems that are used across multiple departments generally incorporate a software management tool that shares up-to-date data with all users and locations

International Organization for Standardization

• The International Organization for Standardization designs managerial systems that are followed by national and international companies. ISO's standards include management systems for environmental, energy, quality, social accountability and risk management. When a company states they are ISO compliant, the company is indicating to customers, vendors and the public that they have implemented ISO standards and have received a review from an ISO trained inspector. ISO management standards follow a “Plan, Do, Check, Act” cycle of management which translates to establishing a plan, implementing a plan, measuring results and correcting and improving the plan.

Management Roles

• Management's role consists of organizing, planning, staffing, directing and leading a business organization for the purpose of accomplishing business goals. Management uses human, natural, technological and financial resources to develop policy and actionable plans to conduct business. For example, an organization's management may design a system to use in facilitating production and providing services. Business management organizes the activities which connect people for the purpose of accomplishing company goals

Executive Management Responsibilities

• The CEO is responsible for establishing the vision and mission of the company. He is tasked with setting the corporate identity. The CFO is responsible for managing financial risk and implementing the financial strategies and analyzing financial data that is reported to the SEC. The CFO must also ensure that the company complies with the Sarbanes Oxley Act, which outlines the enhanced accounting standards required of all public companies. The COO is responsible for oversight of day-to-day operations and works very closely with the CEO. A COO can also have the title of president or vice president, depending on whether the CEO also holds the title of chairman or president of the company