2.2) You have recently joined a company that specialises in air conditioning and refrigeration. As a manager with both practical experience and relevant qualifications, you have found that senior management in the business does not consider experience that important, instead focusing on the recruitment of functional managers who hold relevant qualifications and not necessarily adequate experience. You also realise that senior management lack knowledge around management and organisational performance. Answer this: Considering the case provided, explain the significance of practical experience as a source of managerial competence.

2.2) You have recently joined a company that specialises in air conditioning and refrigeration. As a manager with both practical experience and relevant qualifications, you have found that senior management in the business does not consider experience that important, instead focusing on the recruitment of functional managers who hold relevant qualifications and not necessarily adequate experience. You also realise that senior management lack knowledge around management and organisational performance. Answer this: Considering the case provided, explain the significance of practical experience as a source of managerial competence.

Management, Loose-Leaf Version

13th Edition

ISBN:9781305969308

Author:Richard L. Daft

Publisher:Richard L. Daft

Chapter10: Designing Organization Structure

Section: Chapter Questions

Problem 13EE

See similar textbooks

Similar questions

10/Com is a company that provides consulting services. The executives of the company are not particularly concerned with how the consultants approach their work as long as the desired result is achieved. They are interested in maintaining the status quo and encourage competitiveness between consultants by rewarding the top performers for each quarter. Identify and explain the characteristics of the organisational culture displayed by solution.Com. Explain the characteristics of solution.Com’s corporate culture.11. Sarah wants to build an innovative culture. What changes would she make to the structure and culture of the organisation to create a more innovative culture? 12/. Sarah chooses to use OD. Organisational development as her change method. Explain this method, explain the underlying values of the method and explain any two techniques of this method.
Question Please answer the question with accurate explanations and examples as per the question. Strategic management is all about identification and description of thestrategies that managers can carry so as to achieve better performance and acompetitive advantage for their organisation. Among all the existing processin an organisation, strategic implementation often considered as the mostdifficult stage in the strategic management process. a)Discuss the statement above as to your opinion. (CLO 3 : Perform internal and external analysis in an organisation) Thank you for your afford.
1. Identify any four different organisation types of your choice. Using rea-world examples, define and describe each of the chosen organisation types. With the aid of the table, explain the differences between the chosen four organisational types. Use examples such as private, public, charitable etc. 2. Using one of the four organisational types described in task 1, identify its key internal and external stakeholders and their interests. Using a stakeholder mapping and the Power/Interest Matrix, evaluate the organisation’s key stakeholder needs and influence. Your matrix should include recommended strategies for managing relationships with the various key stakeholders. 3.
Assume that you are the CEO of an organisation of your choice that is in decline. With the passage of time, the organisationhas seen a decrease in its overall performance, effectiveness, and competitiveness. Sales have plunged, market has beenlost and customers are unhappy with the organisation. In response to this situation, you and your executive team havedecided to pursue a turnaround strategy to return the organisation to it former competitiveness. With this scenario in mind and using examples, discuss how you would ensure that the turnaround strategy is successful.
Conceptual fit between the organisation’s internal and external environments are explained through the “inside-out” or “outside-in” perspectives. Argue whether Netflix has utilised an “inside-out” or “outside-in” perspective. contain the following points:• A brief introduction around the inside-out and outside-in perspectives.• Distinguish between the “inside-out” and “outside-in” perspectives.• Determine whether Netflix is using an “inside-out” or “outside-in” perspective and provide arguments/examples to support your determination.• Provide recommendations to Netflix’s current approach, which may strengthen their strategic link to market.
With the aid of examples, discuss the three main managerial skills identified as pre-requisites for sound management. 1.2 Explain the relationship between management and organisational performance. 1.3 Provide a discussion on the primary activities of Porters’ Value Chain model. QUESTION TWO 2.1 Distinguish between the classical management approach and the Behavioural and human relations approach. 2.2 Explain how the contemporary approaches are relevant to managing business organisations today. Use examples to support your answer. QUESTION THREE 3.1 Explain the nature/characteristics of the business environment and provide examples to help substantiate your answer. 3.3 By conducting an environmental analysis, we have identified key factors of the business environment that has been affected by an epidemic such as Covid-19. As a business consultant you have been asked to provide feedback on the relevant indicators and effects of each factor to senior levels of management:3.3.1 Social…
Please answer Question 1.1 and 1.2 Mr Smith is the managing director at NTM telecommunications network. He does not believe in micromanagement and trusts his departmental managers to meet the organisational goals and objectives of the business. Mr Smith believes in giving his managers the freedom to meet their deadlines, with flexible working hours or the option of working from home. 1.1. Considering the extract above explain the level of management and the type of planning Mr Smith would be involved in the organisation. 1.2. Identify and discuss the management style/s Mr Smith has adopted.
Compare and contrast any two models that help senior managers to diagnose, and plan change in their organisation. Discuss their role in supporting the success of such processes. You must draw upon relevant theories, concepts and models, and appropriate organisational examples. In order to complete this task, you will need to consider as a first step the factors outlined in the course materials, referring as a start to the lessons on Diagnosing and Planning Change and Implementing Change add relevant academic sources to your answer. (1000 words) To gain a pass, students should Compare and contrast any two models that help senior managers to diagnose, and plan change in their organisation. Discuss their role in supporting the success of such processes. Must demonstrate a basic level of best practice academic theory and must draw upon relevant theory, concepts, and models and appropriate organisational examples drawn from the lessons Diagnosing and Planning Change and Implementing…
Assume that you are the CEO of an organisation of South African Breweries. With the passage of time, the organisationhas seen a decrease in its overall performance, effectiveness, and competitiveness. Sales have plunged, market has beenlost and customers are unhappy with the organisation. In response to this situation, you and your executive team havedecided to pursue a turnaround strategy to return the organisation to it former competitiveness. With this scenario in mind and using examples, discuss how you would ensure that the turnaround strategy is successful.
1. A company may periodically undertake projects, but these are typically in-house projects rather than projects for external customers. For such projects, a multinational project team or task force is formed. WHat type of organisational structure would such a company have? A. A functional organisational structure B. A project management office. C. An autonomous project organisational structure D. A matrix organisational structure Give typing answer with explanation and conclusion
Report writing on Managers Each student must also submit a 1,200-word report in accordance with their presentation. Further details will be discussed; However, the report must address (at a minimum) the following questions:1. Identification and detailed description of the relevant topic.2. How is the chosen topic relevant to the importance of organisational success?3. What are the most significant elements relating to this particular topic?4. Outline and discuss in detail a relevant example of an Australian company or organisation to illustrate the importance of this topic.
At a recent board meeting, the directors expressed their concerns over the company’s current organisational structure. It was described as “not being fit for purpose”. As an experienced manager, who has led “change management projects” in the past, you have been approached to provide your advice. Explain the advice you would provide and, in yourresponse, discuss the factors which typically indicate the need for organisational change at a multi-national enterprise