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A Report on The Management Functions of Axact Ltd

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A Report on The Management Functions of Axact Ltd
A Report on The Management Functions of Axact Ltd.

Submitted To:
Madam Sania Usmani
Lecturer
Principles of Management
Submitted By:
S No.
Name
Reg ID
01
Faizan Ali Memon
27293
02
Umer Daraz Khan
27413
03
Haleema Ashraf
27332
04
Madiha Yaseen
27181
05
Mehreen Khalid
27452
06
Muhammad Nabeel Akhter Khan
27153

Group Leader:
Faizan Ali Memon. Submission Date: 23rd December, 2014.
ACKNOWLEDGEMENT

At first we are very grateful and thankful to the Almighty Allah.

For the completion of this report visiting the company, searching for websites, articles and related documents were required. However, it was our instructor, Madam Sania Usmani who played the important role by giving us an insight about the report. We express our profound indebtedness and gratitude to her, for her valuable advice that helped immensely in preparing this report.

In addition we would also like to thank all those employees of AXACT LIMITED who spent their valuable time to provide us information about their company.

We would also like to thank all the team members who worked so hard to the finishing of the report with such devotion, target, energy and their participation. However, this report was a combined effort. Therefore, all the credit of our accomplishment spreads to all the helping hands.
EXECUTIVE SUMMARY

In this report we discuss about the conceptual knowledge in the viewpoint of Axact ltd. This is a leading business organization not only in Pakistan but also in Asia in the IT sector. Management means the designing and maintaining an environment so that the organization can be run smoothly and targeted goal or surplus can be achieved. We also discuss a brief history of Axact ltd. The conceptual ideas of management are focused both briefly and thoroughly from the practical viewpoint of Axact ltd.

In the report, the core management functions such as planning, organizing, leading, and controlling are discussed both briefly and thoroughly



References: 1. Seward, R. T. (1962). Arbitration and the Functions of Management. Indus. & Lab. Rel. Rev., 16, 235. 2. Ingram, D. (2001). Language Centres: Their Roles, Functions, and Management (Vol. 5). John Benjamins Publishing. 3. Burns, T. E., & Stalker, G. M. (1961). The management of innovation. University of Illinois at Urbana-Champaign 's Academy for Entrepreneurial Leadership Historical Research Reference in Entrepreneurship. 4. Korossy, K., Albert, D., & Lukas, J. (1999). Organizing and controlling learning processes within competence-performance structures. Knowledge spaces: theories, empirical research, and applications, 157-178. 5. Fayol, H. (1976). General Principles of Management. 6. Adler, N. J., & Jelinek, M. (1986). Is “organization culture” culture bound?. Human Resource Management, 25(1), 73-90. 7. Hill, T., & Westbrook, R. (1997). SWOT analysis: it 's time for a product recall. Long range planning, 30(1), 46-52. 8. Dyson, R. G. (2004). Strategic development and SWOT analysis at the University of Warwick. European journal of operational research, 152(3), 631-640. 9. Pickton, D. W., & Wright, S. (1998). What 's swot in strategic analysis?. Strategic change, 7(2), 101-109. 10. MacMillan, I. C., Hambrick, D. C., & Day, D. L. (1982). The product portfolio and profitability—a PIMS-based analysis of industrial-product businesses. Academy of Management Journal, 25(4), 733-755. 11. Armstrong, J. S., & Brodie, R. J. (1994). Effects of portfolio planning methods on decision making: Experimental results. International Journal of Research in Marketing, 11(1), 73-84. 16. Harvard business essentials : managing creativity and innovation, 2003, Harvard Business School Press, Boston, Mass. 17. Amabile, T. M. & Khaire, M. 2008, “Creativity and the role of the leader”, Harvard business review, vol. 86, no. 10, pp. 100.

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