High Level Management

Top management is the most important basic knowledge necessary for organizations leaders to improve their own activities, especially to build good names. The Management Leadership Training Program helps training managers effectively organize activities by acquiring the organization's needs and the skills necessary to meet other leaders of the middle management. In most companies, performance is rewarded by promotion to senior management, but this does not guarantee that individuals have the necessary skills to manage their personnel effectively.

Different enterprises have different authority to the management team, management is divided into three levels. The senior management team needs a broad understanding of management roles and skills. They are responsible for strategic decisions so they need to understand important external factors such as the market. Their decisions are usually long-term, and they usually make plans that they think will be effective in the future. The Intermediate Management Team is dedicated to specific management tasks and is usually responsible for making senior management decisions. Low-level management teams ensure that high-level and intermediate plans and decisions are made and their decisions are usually made in a short period of time (such as the business is completed in a day).

Teams providing organizational advice and decisions are keen to succeed. The senior management team is a typical example and includes a team of specialized consultants such as personnel or financial planning team. Although not necessarily high in some organizations, this category may include quality control circles to help improve quality improvement recommendations for volunteer producers or service workers. Moses and Stahelski (1999) studied introducing a problem solving team to the aluminum factory throughout the production site. Productivity comparisons were made before, during, and after use of the team. Therefore, management of other possible variables such as technical improvement was also taken into consideration.

In the 1970s, Japan's management theory such as kaizen and kanban penetrated, Japan achieved a very high level of quality and productivity. These theories improve quality, delivery time, and flexibility issues. Western companies recognize the big impact of Kaizen and are beginning to implement their own continuous improvement program. Engineering has traditionally been disassembled. To understand the whole, you must first break it down into parts. Then people will master these parts and recombine them together to become the overall master. The approach of Industrial Systems Engineering (ISE) is contrary; there are parts that can not be understood without an overall background. Some of the changes will affect the whole, and some of the impact is a global forecast. In traditional engineering, people first understand the parts, and then they can understand the whole. ISE first understands the whole, then understands the role of each part.