Chapter 5 Foundations Of Management

Your task is to write a summary of chapter 15 of Management: Theory and Practice, K. Cole,

1. Clarity - the clarity of this situation is what I would call the final goal. While everyone thought work hard intelligent and in fact more intelligent is on the right track. The status of all the members of the departments to work smarter and allow managers to design the work and functions

“One great opportunity for target would be to start a club card kind of like what grocery

4. Management by objective (MBO) is a process that includes all of the following EXCEPT:

Strategies of organizing; there are various ways of running an organization. The company runs its departments in similar ways. They need to attract the employee’s visions of the manager and develop them into similar views. There needs to be a method of incorporating the views of the management to improve the communication between management and staff. (Conrad, Scott Poole, 2005)

The company’s goal is to achieve objectives by motivating all individuals working together as one team across the business units and functions. Each objective has its strategies. The followings practices

Of course, in order for any of these objectives to make any actual sense, they need to be filtered through the divisions and then to the middle managers who can make them work at operational (or corporate

23. Indicate how goal setting theory could be used to explain the results from failed organizational attempts to increase performance through performance based objective plans/targets?

A PM system is set in place “drives business results and reinforces the company’s culture).” ( Murray, n.d) Goals that are set in organizations should flow from top management, and reflect the behaviors and principles of the culture in the company. As a manager, the responsibility is to make the goal and strategies function effectively. This can be achieved by understanding and setting clear business strategies.

Objectives therefore provide a clear structure for all of the various activities that an organisation carries out. By measuring how well an objective has or has not been achieved, managers can make necessary changes to their activities to ensure progress and achievement of the stated objectives are made within the timescale allocated.

Small teams will be established to develop and flow the MBO process into our operation. A steering committee will be formed to oversee the team creations and key personnel will be selected to participate on the teams to develop the divisional and departmental objectives that flow up to the organizational objectives that have already been

Answer 2. The first problem that is going to arise while implementing the strategy is the resistance form the divisions, so it is required to convince the departments

In a historical aspect the evolution of management consist of six approaches starting with America’s Industrial Revolution in the late 19th century to the present: Classical, Behavioral, Quantitative, Systems, Contingency and Quality. Before the creation of factories the need for managerial skills was not needed, since products and services were delivered on a small scale and by hand. But with the invention of engines that did not require rivers to make them run, companies started to create factories to produce products in mass quantities requiring a need for more knowledge in the field of management.

It gives legal ground visible to competitors and customers. For the third importance of objectives, coordination; Objectives aligns the efforts of participants in the company towards the same goals. Douglas McGregor, a psychologist who served a short term as president of Antioch College & professor at MIT viewed that "In selling effective goals managers help members at all levels of the organization to understand how they can best active their own goals by directing their behavior towards the goals of the organization". Objectives not only set standards (benchmarks for success), but they also serve as motivators. Setting objectives, whether they be long or short term, they provide a standard for the company. In lack of better phrase, objectives "set the bar" for companies. So naturally, you are motivated to "clear the bar." Hence, objectives are motivators too. "According to Latham and Yuki goal specificity enables the workers to determine how to translate effort into successful performance by choosing an appropriate action plans." Plans: strategic, tactical, operational and contingency are the general types of plans. Strategic planning establishes long-term objectives and overall strategy or course of action by which a firm fulfill its mission. Tactical plans are short

Management by Objectives (MBO) method involves setting specific measurable goals with each employee and then periodically reviewing the progress made.