Management Skills and Style Assessment

4 (b) Evaluate the argument that managers controlling large companies might follow policies which do not necessarily maximise the profits of the owners.

Question 3: Within the company, are there any divisions whose employees have an attitude problem and, if so, why? (Conversely, if there are divisions that have happy employees, I’d like to hear about that too.)

3. What are the particular challenges and dilemmas in managing relationships with those who have different cultural backgrounds and working styles from yours? How do you, personally, deal with such differences?

Question 1 ______________ involves assembling and coordinating organizational resources. a) Controlling b) Planning c) Organizing d) Leading e) Quantifying Question 2 Goodwill stemming from social relationships is called a) social empathy. b) social capital. c) emotional intelligence. d) emotional capital. e) empathetic goodwill. Question 3 Lower-level managers who supervise the operational activities of the organization are called a) frontline managers. b) middle managers. c) top-level managers. d) tactical managers. e) strategic managers. Question 4 The President of Delta Design, LLC attended the opening ceremony for a customer's new office complex. Which of Mintzberg's roles was the President playing in this situation? a) Leader b)

H. Describe how are other critical issues (which you listed in B) perceived by each key player from their cultural perspective (explain using appropriate cultural dimensions):

Theory X and Y are interesting and important topics of lesson 16 because they can help a manager identify their

Explain how each of the following factors had an impact on what the AIM leaders wanted to accomplish: (a) timing; (b) demands; (c) intercultural barriers; and (d) institutionalized racism.

12) Managers with a parochial view of the world tend to see things from the point of view of a foreign culture.

b) With reference to these models, discuss how individual attitudes and assumptions can influence your behaviour as a manager.

2. Employees will exercise self-direction and self-control if they are committed to objectives. External control and the threat of punishment are not the only means to make employees to work towards objectives.

6. From this interview, what can give us insight into communicating across cultures or across work

Describe an example (in Annie Leonard's analysis) of an interrelationship between any two of the three P's, express your agreement or disagreement with her statements and explain why.

6. Describe the way in which cultural differences can act to impede communication between business people of different nationality.

Question “1”: Roles and activities of a manager (explain one theory by linking with the case study):

Q2# Explain why values, attitudes and assumptions are of critical importance in managerial behaviour and organisations.