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INTRODUCTION TO MANAGEMENT:
SHORT ANSWER QUESTIONS
ORIGINS OF MANAGEMENT PRACTICES
Lecture + Robbins
is meant by
. In your answer discuss
management studies and how each theory has contributed
to our understanding of
Explain what is meant by ‘management’. In your answer discuss the competing
explanations of ‘management’. In your answer, draw on foundation management
studies to justify each explanation.
Fayol, Mintzberg and Katz s
tudied and wrote about management
though each in a
the focus of each
contribution for the management of
There has been a major shift in
management thinking leading to the development of
new models for management. Discuss the key features of the ‘network of teams”
model and the role that managers play in managing a ‘network of teams’.
MANAGING ORGANISATIONAL BEHAVIOUR
Lecture + Ro
bbins Ch. 8
Discuss how understanding of
‘attitude orientations’ and ‘
managers be more effective. In your answer draw on the influences of
orientation for managers, and
how this can sometimes distort
Give examples to illustrate your answer.
Discuss how understanding of personality can help managers be more effective. In
your answer describe
the three ways in which behaviour is influenced
by personality. Draw on
Factor personality model to illustrate your answer
Discuss the three factors that affect motivation. In your answer, explain how process
and content theories of motivation do not reflect the complexity of motivation. Give
examples to illustrate your
that ‘management as practice combines art, craft, and science.’
Discuss the various chara
cteristics of managing under art
, craft, and science. In your
answer explain how each approach characteristic approaches strategy. Give
mples to illustrate your answer.
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The definitions about management above highlight four angles:
management is a methodical procedure of doing things including arranging, association and controlling. Different researchers additionally included different errands of management , for example, promoting, developing, guaging, telling, rousing and organizing. These exercises are not executed consecutively. The supervisors practically speaking participate in more than one action at any given moment and regularly move forward and backward between those exercises in unusual way. From this point of view, management means both a capacity and the general population (directors) who release it. Each accomplishment of administration is the accomplishment of a supervisor; each disappointment is the disappointment of a chief.
management is about sorting out human, physical and budgetary assets in the association so as to accomplish comes about. In the event that the directors can use the accessible assets suitably or get the greatest with minimal measure of venture and fulfill the outcomes, the supervisors effectively sorted out the assets.
management places more noteworthy consideration on the destinations to be accomplished. In spite of the fact that management is a procedure, the accomplishment of the targets is constantly seen as the last measure of achievement.
The targets incorporate the individuals' close to home objectives and the general authoritative complaints. It highlights the reconciliation of these two goals and that surrendering the individual targets when it clashes with the authoritative one.
Establishments of Management is about understanding the skills and qualities of a balanced chief and pioneer. It's about readiness. It's about being prepared for the difficulties, changes ... and the contemporary use of management standards ... that persistently drive and characterize accomplishment in today's working environment.
section 3 and 4
Mintzberg got his hypothesis subsequently of research in view of perception. Thus, his parts straightforwardly portray what directors do. He contends that Fayol's capacities 'don't portray the real work of managers by any means; they depict certain obscure goals of administrative work' (Mintzberg 1971). As he watched the managers in his exploration, he found that all exercises caught at rent one of his ten parts practically speaking while they couldn't be improved to be referred to uniquely as one of Fayol's capacities. For instance, a chief sending a notice out to subordinates educating them of the result of the mornings meeting is straightforwardly going up against the instructive part of disseminator-giving inward faculty data got either outer or inside of the association. While there is a part that specifically portrays this assignment, there is not a specific capacity. It can be viewed as that the assignment's motivation is to co-ordinate, as the update may guarantee distinctive offices are educated of an issue which thus may improve the odds of concordance existing inside the association. Or, on the other hand the goal of the update could be to summon the subordinates to work harder as yield may have been low a month ago and therefore there will be an opposition running for the most beneficial 'laborer of the month'. As for the situation just showed the capacity of the assignment is more subjective instead of the part attempted to do the undertaking. In this way Mintzberg's announcement is upheld as the capacities can for sure be dubious.
Be that as it may, in spite of the fact that there was not a solid connection between administration capacities and parts in the past case, there are numerous which exist. Lamond's (2004) article concurs that the speculations give off an impression of being in struggle as '... Fayol's emphasis on what directors ought to do in the event that they lived in an admired express... Mintzberg's worries with what managers really do, given on the requests they encounter everyday'. In any case, Lamond contends, 'they speak to two sides of a similar coin' (Lamond 2004) inferring that on a very basic level both speculations are valid. An administrator/manager occupied with the relational part of authority may direct the preparation of new representatives. This assignment can plainly be comprehended as far as a few of Fayol's capacities. As the supervisor binds together and supports representatives, he/she is likewise guaranteeing everybody is sure about their occupation obligations and warrants all is working out as expected. This is a case in which the manager is responsible for the circumstance subsequently the controlling and directing capacities are obvious. Additionally, the way that the preparation is really taking after an arrangement demonstrates that the arranging capacity is likewise included.
Thus 'the acknowledgment of Mintzberg's model does not really refute the legitimacy of another' (Fells 2000). Fells demonstrates that Fayol's hypothesis is as yet reasonable in present day times by looking at his model against Mintzberg's and Kotter's. By separating the models into their different constituents, they can be connected in ways that show which components interrelate. For example, concerning Fayol and Mintzberg's models, Fells exhibits that the decisional part of asset allocator identifies with sorting out, co-ordinating and arranging capacities. This can be connected when an manager chooses where assets ought to be apportioned. He/she may take after a pre-made arrangement which endeavors to sort out and co-ordinate the assets to guarantee they are appropriated to regions that need them.
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GROUPS AND TEAMS
Lecture + Robbins Ch. 9
Discuss ways in which
the five major concepts (roles,
norms and conformity
systems, group size, and group cohesiveness)
affect group behaviour
In your answer provide an explanation of what is meant by each
. In your answer draw on the different
and the implications for managers in managing work groups and work
The ‘team effectiveness
characteristics that make
a team effective.
Discuss the assumptions that this model makes. In your answer define what is meant
by ‘team eff
the four significant
contextual factors that influence it.
current issues that managers face when managing teams.
In your answer
draw on the diverse characteristics of groups, the implications for managing global
teams, and the circumstances when managers decide that teams are not
the answer to the work needing to be done. Illustrate
+ Robbins Ch. 12
Discuss the managerial competencies required to communicate effectively. In your
on the four types of
messages characterized by managerial
communications. Explain what competencies would be applied with each message
Explain why it is i
mportant to understand the different communication styles when
communicating with people. In your answer discuss
barriers to communication
that managers need to be aware of when communicating with culturally diverse
You are a manager who is trying to get support from your colleagues for a new idea.
In your answer give an example of the idea you are trying to get support for.
as well as
you might use
to get support for your idea. Discuss the strategies you would adopt to
get input from your employees.
Describe the foundations of good communication
in organisations with a diverse
range of employees
and how these can help
ommunications in the
In your answer d
diversity, and the implications
for verbal and
that managers and employees need to be