have been the case if there had been no boom; that is, without those effects, innovation might not have taken place at all. All this business growth has caused increasing complexity in business action and decision making. It has presented chief executive officers (CEOs) and management leaders in all markets and industries with new intricacies in deciding how to weigh and time the business decisions—and the quality of those decisions—that increasingly challenge their companies’ basic survival.
What Are Management Skills? 9 Improving Management Skills 12 An Approach to Skill Development 13 Leadership and Management 16 Contents of the Book 18 Organization of the Book 19 Practice and Application 21 Diversity and Individual Differences 21 Summary 23 SUPPLEMENTARY MATERIAL 24 Diagnostic Survey and Exercises 24 Personal Assessment of Management Skills (PAMS) 24 What Does It Take to Be an Effective Manager? 28 SSS Software In-Basket Exercise 30 SCORING KEY AND COMPARISON DATA 42 Personal Assessment
and tutors to take every possible opportunity to explore the live strategic issues of organisations – both their own and others. The following brief points of guidance should prove useful in selecting and using the case studies provided: ● The summary table that follows indicates the main focus of each of the chosen case studies – together with important subsidiary foci (where appropriate). In general, the sequence of cases is intended to mirror the chapter sequence. However, this should not be
Managers may have a long-term focus and thereby sacrifice the short-term liquidity of the entity. 6. Which of the following activities is NOT an activity in which a governmental entity might engage? a) Selling electric power. b) Operating a golf course. c) Operating a bookstore. d) All of the above are activities that might be carried out by a government. 7. In which of the following activities is a not-for-profit entity least likely to engage? a) Providing educational services