Management assignment

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MNGT 301 Exam – Spring 2017 Manager Interview/Profile Arrange a meeting with or conduct background research on a Manager with a specific list of at least 10 open-ended questions (with the understanding that additional questions will arise) specifically related to management concepts we have learned in class over the course of the semester. Your final paper should be 5 single-spaced pages, and include the following (please use topic headings and potential bullet points to organize your paper in a way that is logical for your exam): 1. A list of the questions you wrote to initiate your research, and any additional questions that came up as you gained more information. (1/2-page) 2. A reflection of the information you learned: a. An application of management concepts to the information you collected (2 ½ pages). Concepts should be specific (so, not the general titles of the chapters, but specific things covered within them) selected from each of the first 6 modules, with the exception of Module 1a (including: 1b – 1d, 2a, 3a – 3b, 4a – 4c, 5a – 5b, and 6a – 6b) which total twelve concepts, if you take one from each sub-module). For each concept relationship, you should include the following: i. A description of the concept you are applying, as you understand it. ii. A description of the information in your interview/research related to the concept. iii. Statement of relationship between the concept, and your collected information – demonstrating how the information shed new light on the concept for you. b. A reflection of what the experience taught you about management (2 pages). Please focus on the following areas in your reflection: i. What did you learn about what managers do on a daily basis? ii. What did you learn about the challenges faced by managers? iii. What did you learn about the primary factors influencing management? iv. How did the information you collected compare/contrast with the information you have been learning in class? Organizational Change & Innovation Lifelong Challenges for the Exceptional Manager Chapter 10 © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. Major Questions You Should Be Able to Answer 10.1 Since change is always with us, what should I understand about it? 10.2 What are three types of change, and how are Lewin’s and Kotter’s approaches designed to handle change? 10.3 What are the uses of OD, and how effective is it? 10.4 What do I need to know to encourage innovation? 10.5 How are employees threatened by change, and how can I help them adjust? © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 10-2 Ways to Deal With Change and Innovation  Allow room for failure  Give one consistent explanation for the change  Look for opportunities in unconventional ways  Have the courage to follow your ideas © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 10-3 Fundamental Change: What Will You Be Called Upon to Deal With? 1. 2. 3. The marketplace is becoming more segmented & moving toward more niche products There are more competitors offering targeted products, requiring faster speed-to-market Some traditional companies may not survive radically innovative change © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 10-4 Disruptive Innovation  Disruptive innovation a process by which a product or service takes root initially in simple applications at the bottom of a market and then relentlessly moves up market, eventually displacing established competitors © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 10-5 Fundamental Change: What Will You Be Called Upon to Deal With? 4. China, India, & other offshore suppliers are 5. changing the way we work Knowledge, not information, is becoming the new competitive advantage © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 10-6 Two Types of Change  Reactive change making changes in response to problems or opportunities as they arise © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 10-7 Two Types of Change  Proactive change involves making carefully thought-out changes in anticipation of possible or expected problems or opportunities also called planned change © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 10-8 Forces For Change Outside and Inside the Organization © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 10-9 The Forces for Change: Outside the Organization 1. Demographic characteristics 2. Technological advancement 3. Shareholder, customer, & market changes 4. Social & political pressures © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 10-10 Technological Advancements  Technology any machine or process that enables an organization to gain a competitive advantage in changing materials used to produce a finished product not just computer technology © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 10-11 Question Tony, the owner of Cirodi Pasta restaurant on Cape Cod is open during the “high season” from May until October. He has always hired college students on summer vacation. In recent years, the number of workers who quit mid-summer has risen significantly. When he asks, they say they are quitting because they “have enough money” or “want the time off”. This is probably an example of a(n) ________ change. A. Market B. Social or political C. Economic D. Technological © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 10-12 Forces Originating Inside the Organization 1. Human resource concerns 2. Managers’ behavior © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 10-13 Three Kinds of Change  Least threatening: Adaptive change Reintroduction of a familiar practice  Somewhat threatening: Innovative change Introduction of a practice that is new to the organization © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 10-14 Three Kinds of Change  Very threatening: Radically innovative change Involves introducing a practice that is new to the industry © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 10-15 Question At the Big Peaches Department Store, employees generally know that during annual inventory, they are required to work overnight shifts. This is an example of a(n) __________ change. A. Adaptive B. Reactive C. Innovative D. Proactive © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 10-16 Lewin’s Change Model Figure 10.2 © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 10-17 Kotter’s Eight Steps for Leading Organizational Change Table 10.1 © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 10-18 Organizational Development  Organization development (OD) set of techniques for implementing planned change to make people and organizations more effective © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 10-19 Organizational Development  Change agent a consultant with a background in behavioral sciences who can be a catalyst in helping organizations deal with old problems in new ways © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 10-20 What Can OD Be Used For? 1. Managing conflict 2. Revitalizing organizations 3. Adapting to mergers © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 10-21 The OD Process Figure 10.3 © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 10-22 How OD Works 1. Diagnosis: What is the problem? 2. Intervention: What shall we do about it? Intervention – attempt to correct the diagnosed problem 3. Evaluation: How well has the intervention worked? © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 10-23 Question Fred, an OD consultant, is designing a survey of employee attitudes to be given to workers at the Lemon Automobile Company. Fred is in the _________ stage of OD. A. Intervention B. Diagnosis C. Evaluation D. Process consultation © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 10-24 Organizational Development: Using OD to Make Money in the Restaurant Business  Eli Chait co-founded San Francisco–based Copilot Labs a restaurant marketing analytics company  “Restaurants are so focused on the day-to-day business,” says Chait, “that they don’t have time to grow the business.”  An owner might want to know: “Which is more effective—promoting our happy hours or promoting our daily deals?  Up to the change agent to evaluate an activity’s success when put into practice © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 10-25 The Effectiveness of OD 1. Multiple interventions 2. Management support 3. Goals geared to both short and long term 4. results OD is affected by culture © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 10-26 Two Myths about Innovation  Myth No. 1: Innovation happens in a “Eureka!” moment  Myth No. 2: Innovation can be systematized © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 10-27 Seeds of Innovation Hard work in a specific direction Hard work with direction change Curiosity Wealth & money Necessity Combination of seeds © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 10-28 Types of Innovation Product innovation change in the appearance or performance of a product or the creation of a new one Process innovation change in the way a product is conceived, manufactured, or disseminated © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 10-29 Types of Innovation  Core innovations the optimizing of products or services for existing customers  Transformational innovations the invention of breakthrough products or services that don’t exist yet and that are aimed at creating brand new markets and customers, © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 10-30 Question Wendy's created display screens at its drive-thru windows that show customers their orders and prices. This is an example of a(n) _________ innovation. A. Product B. Process C. Adaptive D. Reactive © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 10-31 Celebrating Failure: Factors Encouraging Innovation  Organizations can make innovation happen by providing (1) the right organizational culture, (2) the right people, or human capital; (3) the appropriate resources, and (4) the correct reward system. © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 10-32 Celebrating Failure: Factors Encouraging Innovation 1. Culture: Is innovation viewed as a benefit or 2. 3. 4. a boondoggle? Human Capital: Are the Right Kind of People Available? Resources: Do managers put money where their mouths are? Rewards: Is experimentation reinforced in ways that matter? © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 10-33 Four Steps For Fostering Innovation Figure 10.4 © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 10-34 Gain Allies by Communicating Your Vision  Showing how the product or service will be made  Showing how potential customers will be reached  Demonstrating how you’ll beat your competitors  Explaining when the innovation will take place © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 10-35 Collins’s Five Stages of Decline Stage 1 Hubris Born of Success Stage 2 Undisciplined Pursuit of More Stage 3 Denial of Risk and Peril Stage 4 Grasping for Salvation Stage 5 Capitulation to Irrelevance or Death © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 10-36 The Causes of Resistance to Change  Resistance to change an emotional/behavioral response to real or imagined threats to an established work routine. © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 10-37 A Model of Resistance to Change Figure 10.5 © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any mann ...
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henryprofessor
School: Rice University

Attached.

Management - Outline
Thesis statement: Where there is embracing of the management concepts, it becomes easy for
the organization to enhance the effectiveness of the organization.
I. Management Concepts Applications
A. Organization structure.
B. Mission and vision.
C. Objectives.
D. Future of the organization.
E. Globalization.
F. Employee motivation.
G. Culture.
H. Innovation.
I. Conflict.
J. Technology.
Reflection
A. Management importance.
B. Processes.
C. Development.
D. Effectiveness.


Running head: MANAGEMENT

1

Management
Name
Institution

MANAGEMENT

2

Management
Globalization has helped in the improvement of the operations of different organizations,
as there is need to expand into other operation territories. There is increased need for the creation
of efficiency in the operations of the organization as there is the creation of need to link the
different countries. The coordination of the global teams is important, as it is through this that
there is the enhancement of growth and the funding of the expansion activities of the
organization. Different challenges are presented where there is the increase in the size of the
organization, and this means that it is important that organizations formulate the strategies that
enhance the growth. With the strategy, there is the support of the expansion efforts of the
organization and the increase in efficiency in linking different activities. Where there is
embracing of the management concepts, it becomes easy for the organization to enhance the
effectiveness of the organization.
Questions that guided the research
1. What are the mission and the objectives of the organization?
2. What are the globalization efforts of the organization?
3. How does the structure of the organization guide the operations?
4. How does the organization develop its objectives and the considerations that guide the
process?
5. What is the vision of the organization?
6. What globalization challenges does the organization face?
7. Is the staff in the organization experienced?
8. How does the organization motivate the employees?
9. Does the culture of the organization foster innovation?
10. What is the role of the organization in the globalization efforts?
Management Concepts Applications
Organization Structure
The structure of the organization is important as it gives the guideline required in the
operations of the organization. It ensures that there is guided planning and that there is an
awareness of the efforts that the organization should implement. There is the definition of the
roles and responsibilities of the employees and the objectives that they help the organization to
achieve. The interview results show that the structure of the organization is a strategy used in
helping the coordination efforts of the organization (Brajer-Marczak, 2016). There is the
enhancement of the structure assists in the competition of the organization as they gain a
competitive edge in the market when there is an enhancement in the efforts of the company.
Mission and Vision
The mission and the vision of the enterprise are critical as they help in the formation of
the foundation of the organization. They guide the process of decision making, as it is through
this that there is the guiding of the operations of the organization. It is evident from the interview
that the mission and the vision of the organization help in evaluating the decisions made and the
seeking of guidance on the various issues that the organization should solve. It assists in making
sure that the organization has direction in the various intentions of the organization. It is
important that there is the review of the goals of the organization as it is through this that there is
a vision of the organization completes the efforts of the management.

MANAGEMENT

3

Organization Objectives
Objectives are the specific items that the organization would like to achieve in the
organization. They enhance the effectiveness and the efficiency of the organization making sure
that there is coordination between the different departments. With the objectives, the features of
the organization are identified helping in making sure that there is an increase in efficiency of the
organization. The considerations of the goals help in setting the roadmap and ensuring that the
employees of the organization remain competitive in the various areas.
Organizational Plans
Prog...

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Anonymous
Thanks, good work

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