Effective managers need technical, interpersonal, and conceptual skills. Do all managers need these in the same mix? In other words, would some managers need more of one than of another? Why? Describe the managerial skills you think are needed to work on the most and suggest how this might be done
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Effective managers need technical, interpersonal, and
conceptual skills. Do all managers need these in the same mix? In other words,
would some managers need more of one than of another? Why? Describe the
managerial skills you think are needed to work on the most and suggest how this
might be done.
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- 1. What are the characteristics and traits that you possess that are common to all successful managers? 2.Why should management be considered an occupation rather than a profession? 3.How do managers learn how to perform the job? 4.Explain the manager’s job according to Henry Mintzberg. 5.What responsibilities do managers have towards people within the organization? How do they express these responsibilities? 6.How do managers perform their job according to John Kotter? 7.How do managers make rational decisions? 8.How does the nature of management change according to one’s level and function in the organization? 9.Discuss the role of management in the larger societal context. What do you think the managers of the future will be like? 10.Identify what you think are the critical issues facing contemporary management. Explain.Discuss whether a manager can use tools and techniques from several different traditional and contemporary management perspectives at the same time. For example, explain if a manager can use both classical and behavioral perspectives. Give an example of a time or situation when a manager can do this, and describe how it can enable him or her to be effective.1. The world of the manager is full of responsibility such as uncertainty, ambiguity, and sudden threats from all aspects, workplace, environment, peers and rank and title. Describe the skills and qualities that are required to managers under these conditions. a) What is the difference between efficiency and effectiveness, which is more important for performance as a Manager? Can a Manager improve both simultaneously? b) Discuss, describe the advantages and disadvantages of teams. Give a situation wherein the disadvantages outweigh the advantages? Please help me
- 1. Managers work with and through people using a variety of resources to achieve organizational goals in a changing environment. In terms of maximizing organizational performance, the major focus of managers should be on: a. conceptual and human skills b. the task and general environments c. efficiency and effectiveness d. ethics and social responsibility 2. All of the following would be considered among the skills generally recognized as critical for managerial success, except: a. conceptual skills b. operational skills c. human skills d. technical skillsWhat are three broad skills needed by managers? * A. Technical, conceptual and decision making, interpersonal and communication skills. B. Leadership, conceptual and creative. C. Decision making skills, empathy, decision making and communication skills. 4. None of the above.1) What are the basic management roles ? 2) when might a manager use a particular role ? What role become increasingly important to managers in top level positions why ?
- Douglas McGregor believed there were two types of managers: Theory X managers, who assume that workers dislike work, lack ambition, and require constant supervision; and Theory Y managers, who assume that employees enjoy work, are self-directed, and seek responsibility. In what situations would a Theory X manager be more effective? In what situations would a Theory Y manager be more effective? What experiences have you had in the workplace or in school that support your assertions? Have you had a boss or professor that leaned toward either Theory X or Y?Management theories are concepts surrounding recommended management strategies, which may include tools such as frameworks and guidelines that can be implemented in modern organizations. Generally, professionals will not rely solely on one management theory alone, but instead, introduce several concepts from different management theories that best suit their workforce and company culture. Briefly discuss the main theories of management. State the proponents in each category?According to the research in our text book, 26% of new managers feel they are unprepared to transition into management roles 58% of new managers don’t receive any training to help them make the transition 50% of first-time managers fail in that transition It seems moving to a management position isn’t easy as these statistics indicate. What could organizations do to make the transition into a management role easier? If you have found yourself making the transition from peer to manager, you know how difficult it can be. If you have not had that opportunity, you likely will at some point in your career. The below video gives some great practical advice on how to navigate this professional transition.
- 1. ANSWER THE FOLLOWING. • What three key thinkers and basic contributions of the history of management ideas, from the early days to the present. How these ideas have shaped the way businesses are managed today and why understanding management thought is essential for effective leadership? • How management environment external factors (technology) impact organizations and how managers can adapt to ensure success. What is the examples of the influence of the management environment on businesses? • What is the importance of planning, organizing, staffing, directing, and controlling. How these work together for effective leadership and organizational success? • What is the organizational culture in simple words. How it shapes employee behavior and contributes to a company's success.Managerial decision making is an important process in organizations. For this week discussion, list and discuss any two kinds of decisions that private- and public-sector managers face. What is the problem the manager faces? Who is the decision maker? What is the decision setting or context, and how does it influence managerial objectives of the organization?Scenario: Leading and managing are two very different things. Being a manager means something more than gaining authority or charge over former colleagues. With the title does come the power to affect company outcomes, but it also comes with something more: the power to shape the careers and personal growth of subordinates. According to Steve Keating, a senior manager at the Toro Company, it is important not to assume that being made a manager automatically makes you a leader. Rather, being a manager means having the opportunity to lead. Enterprises need managers to guide processes, but the employees—the people—need a leader. Keating believes that leaders need a mindset that emphasizes people, and the leader’s job is to help the people in the organisation to be successful. According to Keating, “If you don’t care for people, you can’t lead them” (Hakim 2017 n.p.). For someone who has been promoted over his peers, ground rules are essential. "Promotion doesn’t mean the end of…