œThe manager’s most basic responsibility is to focus people toward performance of work activities to achieve desired outcomes. What’s your interpretation of this statement? Do you agree with it? Why or why not?


Note
: Precisely
answer the questions with reasonable length covering key points. (Do not make it too long and at the same time do not make it to short).

Chapter 1

  1. œThe manager’s most basic responsibility is to focus people toward performance of work activities to achieve desired outcomes. What’s your interpretation of this statement?  Do you agree with it? Why or why not?
  2. Is there one best ˜style’ of management? Why or why not?

  1. In today’s environment, which one is more important to organizations “ Efficiency or effectiveness? Explain your choice.
  2. Is your course instructor a manager? Discuss in terms of managerial functions, managerial roles and skills.
  3. Does the way that contemporary organizations are structured appeal to you? Why or why not?

Chapter 2

  1. What type of workplace would Henri Fayol create? How about Parker Follett? How about Frederick W. Taylor?
  2. Can mathematical (quantitative) technique help a manager solve a œpeople problem, such as how to motivate employees how to distribute work equitably? Explain.
  3. How do societal trends influence the practice of management? What are the implications for someone studying management?
  4. Continual improvement is a cornerstone of TQM. Is continual improvement possible? What challenges do organizations face in searching for ways to continually improve? How can managers deal with those challenges?
  5. How can an approach in which we say œit depends on the situation be useful to managers? Discuss.

Chapter 3

  1. Describe an effective culture for (a) a relatively stable environment and (b) a dynamic environment. Explain your choices.
  2. Classrooms have cultures. Describe your classroom culture, using seven dimensions of organizational culture. Does the culture constrain your instructor? How?
  3. Why is it important for managers to understand the external forces that are acting on them and their organization?
  4. Can culture be a liability to an organization? Explain.

  1. What would be the drawbacks to managing stakeholder relationships?

Chapter 4

  1. What are the manager’s implications of a borderless organization?
  2. Compare the advantages and drawbacks of the various approached to going global.
  3. In what ways do you think global factors have changed the way organizations select and train managers? What impact might the internet have on this? Explain.

  1. How might a continued war on terrorism affect U.K. managers and companies doing business globally?
  2. How might the cultural differences in Hofstede’s dimensions affect how managers (a) use work groups, (b) develop goals/plans, (c) reward outstanding employee performance, and (d) deal with employee conflict.


 

 
 
 

 
 
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