Introduction to Management, questions help

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TOPIC 1: ORIGINS OF MANAGEMENT PRACTICES Lecture + Robbins Ch. 1 1. Explain what is meant by ‘management’. In your answer discuss how the definitions or ‘management’ have changed over time. 2. Explain the differences between effectiveness and efficiency. Give examples to illustrate your answer. Discuss ways that managers at each of the four levels of management can contribute to efficiency and effectiveness. 3. In today’s environment, which is more important to organisations—efficiency or effectiveness? Explain your choice. 4. Fayol, Mintzberg and Katz studied and wrote about management – though each in a different way. Discuss the focus of each contribution for the management of contemporary organisations. 5. Describe the key similarities and differences between the management theories developed by Fayol, Mintzberg and Katz. TOPIC 2: MANAGING ORGANISATIONAL BEHAVIOUR Lecture + Robbins Ch. 8 1. Describe the three ‘attitude orientations’ of organisational behaviour and give an example for each. In your answer discuss why it is helpful for managers to be aware of these orientations. 2. ‘Instead of worrying about job satisfaction, companies should be trying to create environments where performance is enabled.’ Discuss the implications of this statement for managers. 3. Explain the challenges facing managers in managing generational differences and negative behaviour in the workplace. 4. Describe the two approaches of perception and the categories in each approach. Discuss why it is important for individuals to be aware of these approaches and the barriers to accurate perception that can occur. TOPIC 3: GROUPS AND TEAMS Lecture + Robbins Ch. 9 1. Explain the impact of work teams on productivity in countries such as the United States and Australia, whose national cultures place a high value on individualism. 2. Compare how early scientific management theorists and behavioural science theorists might react to the increased use of teams in contemporary organisations. 3. Discuss ways in which norms and conformity can affect group behaviour. In your answer provide an explanation of what is meant by ‘norms’ and ‘conformity’. 4. Discuss the challenges that managers face with managing global teams. In your answer provide a solution for overcoming each challenge. 5. Discuss the impact of group size on group behaviour, group cohesiveness, and productivity. (pg250,251) TOPIC 5: MANAGING CSR AND ETHICAL BEHAVIOUR Lecture + Robbins Ch. 2 1. Taking a systems view of organisations, discuss the influence of systems, culture and values on corporate social responsibility (CSR). 2. Secchi developed three theories of corporate social responsibility (CSR). Describe the differences between the three theories and give an example for each. 3. Discuss how ‘corporate social responsibility’ (CSR) evolved and the early influences on the multidisciplinary interconnections evident in contemporary corporations. 4. In terms of corporate social responsibility (CSR), discuss the levels of influence that managers actually have on an organisation’s success or failure. 5. You are a manager developing a CSR (corporate social responsibility) statement for key stakeholders in your organisation. Describe with examples four components that the manager should consider when communicating to stakeholders. TOPIC 6: MANAGERIAL LEADERSHIP Lecture + Robbins Ch. 3 & 11 1. Explain with examples what would a manager might need to know when using Fiedler’s contingency model. 2. ‘All managers should be leaders, but not all leaders should be managers.’ Discuss this statement and support your argument with examples. in your answer explain the circumstances that might make organisational leaders irrelevant. 3. ‘It is the leaders in organisations who make things happen’. Critically discuss this statement explaining the implications for understanding behavioural leadership theories. 4. Draw on your knowledge of the conventional leader-celebratory approaches to leadership. Describe Adair’s three circles model. In your answer explain the model’s core management responsibilities. 5. Bass and Avolio developed a model of Transformational Leadership. Discuss the key features of the model including what is meant by the term ‘Transformational Leadership’. TOPIC 7: MANAGING STRATEGICALLY Lecture + Robbins Ch. 4 & 6 1. ‘The primary means of sustaining a competitive advantage is to adjust faster to the environment than your competitors do.’ Critically discuss this statement explaining the implications for the organisation and the benefits of managers understanding the six-step strategic management process. 2. You have just been appointed as a strategic manager. In your planning you are considering undertaking either a macro analysis or an organisational analysis. Discuss the key features of both approaches and in what circumstances you would apply each analytical tool. 3. You have just been appointed as a strategic manager. In your planning you are considering undertaking either an industry/sector analysis or an organisational analysis. Discuss the key features of both approaches and in what circumstances you would apply each analytical tool. 4. Discuss two tools that could be applied by managers when facing a strategic dilemma. Explain which tool would be more useful in this context. 5. Discuss how understanding and managing ‘Communities of Practice’ can contribute strategic value in organisations. TOPIC 9: CREATIVITY, INNOVATION & DESIGN Lecture + Robbins Ch. 7, 13 1. Define each of the following types of innovation and give an appropriate example for each from the motorcar industry: Product/Service innovation; Marketing innovation; Technology innovation 2. Explain why it is necessary, and very important, to measure innovation within organisations. In your answer discuss what would be appropriate metrics for product and technology innovation. 3. Discuss what Peter Drucker meant when he said “Culture eats strategy for breakfast.” In your answer describe two counter arguments in favour of strategy. 4. Discuss what the main purposes of innovation portfolio management are. In your answer explain how creativity and innovation differ. Provide examples to illustrate your answer. 5. Describe the circumstances in which an innovative culture can make an organisation both more effective and less effective. Provide examples to illustrate your answer. TOPIC 11: FUTURE TRENDS Lecture + Robbins Ch. 10 1. Describe three effects of globalisation on organisations. 2. Discuss five challenges that managers face in motivating today’s workforce and ways in which these challenges can be overcome. 3. ‘The workforce has changed in recent years.’ Discuss four changes that have occurred since the year 2005, and their implications for managers. 4. Many job design experts who have studied the changing nature of work say that people do their best work when they’re motivated by a sense of purpose rather than by the pursuit of money. Discuss what the implications of this statement are for managers.
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Explanation & Answer

Tht is the outline.

OUTLINE.

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Executive Summary.
Introduction.
Views.
Reflection
Comparison and contrast
References.

Running Head: MANAGEMENT.

MANAGEMENT.

STUDENT NAME:
TUTOR NAME:
DATE:

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Q1.
Management refers to the organizational process of goal setting, controlling, strategic planning,
actuating, and management of resources by deploying labor from human beings and financial
assets so as to accomplish set objectives. Traditionally management was merely defined as an art
of using individuals to get things done. However, the traditional definition has changed over time
to incorporate the idea that management is both a science and an art. The definition has changed
to show that management is a process and not just art. It has also evolved over time to
demonstrate the fundamental concepts in achieving the set objectives including actuating, which
means motivating subordinates, controlling how resources used, planning of actions and
coordinating human abilities. It involves the use of hierarchical systems with managers and
supervisors who deploy different management styles so as to offer direction, delegate
responsibilities and oversee how resources used. Besides, management can now relate to storing
and recording of information fundamental for use by an organization in the future.
Q2.
While efficiency and effectiveness sound similar, it is possible to differentiate between them.
Effectiveness refers to production at a high level. For example, a practical person shows high
performance by producing high-level and quality products and services. On the other hand,
efficiency refers to the production of goods in a quick and rather an intelligent manner that
shows skill and knowledge. An efficient person is capable of manufacturing and producing
results faster and thus achieving much within a short amount of time. A skilled person also saves
time while still using as few resources as possible. An organization that combines both efficiency
and effectiveness competes well and achieves their goals due to the production of quality goods
at a rapid rate while using few resources. Managers and supervisors can contribute to efficiency

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and effectiveness through directing the staff, empowering employees by motivating and
rewarding them when they achieve a goal. They can also prepare plans for various processes
according to the vision of the company. At the top level, managers can create a mission, vision,
and goals that meet the strategy of the organization.
Q3.
In the ever dynamic economy, both efficiency and effectiveness are crucial to a firm. A company
that applies both techniques can stand out from the other companies. However, efficiency is
more significant compared to effectiveness. In a potential trade-off, economic efficiency may
prefer at the expense of lower levels of effectiveness. Energy involves productivity enhancement
through the use of skill to produce more items when given few resources or raw materials. It thus
implies the management of resources which may be at a risk of depletion of minimal in the
current economy. Efficiency also relates to more production in a situation of weak finances
through cost reduction. Besides, in the present competitive economy, companies need to produce
vast amounts of goods to meet the client demand, and through efficiency, production is increased
to meet these wants and especially within a short time. Efficiency thus saves time. Efficiency
also implies the use of intelligence which when manipulated well can result in the production of
quality goods which closely relates to effectiveness.
Q4.
Fayol, Mintzberg, and Katz made significant contributions to management and especially in
creating what are now principles governing administration in organizations. Fayol had various
ideas of what management pertains and developed the concept of Administrative Management. It
entails the division of industrial activities into technical, commercial, financial, managerial,
accounting and even security. The theory went on to define the qualities of an effective manager

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and the functions of the management including organizing, commanding, and planning. Katz
worked to identify the three managerial skills of technical, human and conceptual nature that are
vital for successful management. He believed that human power resulted in improved
performance and production especially when individuals interact and share ideas. Lastly,
Mintzberg contributed to management through the development of the core control theory. The
method divides the role of a manager into three tasks. These include; the decision-making
process. It also includes the processing of data and information and interpersonal tasks. He
believed in the education of executives to provide them with education, experience, and insight
which would help them solve problems and raising issues in a company.
Q5.
Several similarities can draw from the contributions of Fayol, Mintzberg, and Katz in the field of
management. Firstly Fayol, Mintzberg, and Katz agree that the management process involves a
multitude of individuals ranging from managers, supervisors to subordinates or employees. They
agree that all the persons in the organization have a role to play and they must play their parts
and responsibilities. Besides, these contributors believe that all individuals in a company must
equip with the right competencies. However, several differences can draw from the works of
these contributors. According to Fayol, management is more about dividing responsibilities into
technical, commercial, and financial areas which ease the process of production. Fayol believed
that through dividing duties, a manager could quickly go about organizing, planning and even
commanding the employees and operations. On the other hand, Mintzberg viewed management
from a rather fundamental perspective. He believed that the complete success of an organization
depended on the skills of the manager. Such skills include the ability to handle information,
relate with other people and make vital decisions. Katz viewed management processed as

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dependent on human skills.
TOPIC 2.
Q1.
There exist three components of attitudes that govern the workplace and the ability of all
members of a company to function and achieve their goals. The first element is cognitive. That
refers to the thoughts, ideas and even beliefs of an individual based on their culture and
backgrounds. For example, employees have different thoughts on how business processes should
be conducted and also, they beliefs of their managers can affect how they perform. Another
component is affective which refers to the feelings and emotions of an individual especially
those influenced by experiences. For example, negative attitudes harbored by employees in the
workplace as a result of constant failure or reprimanding can affect their behavior and attitudes.
Such an individual can harbor bitter feelings which may lead them to perform poorly in the
workplace. The last component is conative which is also called the behavior concept. That part
refers to how an individual acts or behaves towards doing something. For example, an employee
who performs poorly shows the lack of skill, negative attitudes or have beliefs that do not
encourage them to play in a particular way.
Q2.
Job satisfaction is directly affected by the working environment. An ever changing environment
arouses different emotions and feelings around employees thus influencing how they perform.
The performance of employees can then measure by the quality of products produced or services
offered through client satisfaction rates. A competitive environment influences employees to
work harder to receive recognition or even stand out from other employees. Monetary motivation
affects how the staff performs. For example, employees who underpaid produce poor quality

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work compared to employees who are well paid. Nonmonetar...