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- 1. Management is an essential element of every organized activity irrespective of the size or the type of the activity. a. Management is universal c. Management is goal-oriented b, Management is continuous process d. Management is multi-disciplinary 2. This is where you communicate potentially useful information to your colleagues and your team. a. Spokesperson b. Monitor c. Disseminator d. Negotiator 3. In which the ability to think and to conceptualize about abstract and complex situations. a. Inter-relationship skills b. Conceptual skills c. Technical skills d. Human skills 4. Which of the following has three common characteristics such as distinct purpose, composed of people, and develops some deliberate structure? a. Management b. Organization c. Organizing d. Directing 5. As manager, you create and control change within the organization. This means solving problems, generating new ideas, and implementing them. a. Conceptual skills b. Human skills c. Technical skills d. None…1)____________ is one of the main component of Management by Objectives approach. a Participative Decision making b Setting targets c Performance Feedback d All of the above 2)The Change Agent is the person in an organization who is engaged in _____________. a Maintaining the status quo. b Preparing the workforce to follow past legacy c Anticipating the future challenges d All of the above 3)The managerial grid uses __________. a two-dimensional grid for appraising leadership styles b two behavioral dimensions of leadership style c a two-dimensional grid for determining leadership styles d a two-dimensional grid for assessing the dimensions of leadership stylesDoes the context determine what the strategising manager must do, or can the manager shape the context? Some people argue or assume that the strategy context has a dynamic all on its own, which strategists can hardly influence, and therefore that the strategy context sets strict confines on the freedom to manoeuvre. The context is not malleable and hence the motto for the strategist is ‘adapt or die’. Others believe that strategists should not be driven by the context but have a large measure of freedom to set their own course of action. Frequently it is argued that strategizing managers can, and should, create their own circumstances, instead of being enslaved by the circumstances they find. In short, the strategy context can be determined, instead of letting it determine. Discuss in the context of the Industry Dynamics versus the Industry Leadership Perspective.
- DO NOT COPY AND PASTE FROM OTHER CHEGG POST OR SITE! WILL GIVE THUMBS DOWN!! ANSWER THE FOLLOWING QUESTIONS: 1. what is the importance of intrinsic and extrinsic leadership strategies for guiding employees toward achieving the organizational mission and vision? 2. What do you know about the relationship between leadership style and strategic management? 3. what do you know about strategies for creating competitive advantage and enhancing the guest experience? 4. What do you know about strategies for both maintaining a competitive footprint and exceeding competitors with respect to market share? 5. Does Faith Change Our Identity?The management process involves the following four functions:a. Planning - setting your goals and objectives, and identifying strategies to achieve themb. Organizing - creating a framework and system on how your goals and objectives will be achievedc. Leading - influencing other people to participate in the achievement of your goals and objectivesd. Controlling - measuring and evaluating the extent of the achievement of your goals and objectivesDiscuss how the four functions of management manifest in life in general.Do all with zero plagiarised answer and need details explanation 1 An example of a corporate network would be________________. A internal technology and sales B decentralized and centralized C accounting and maintenance D Parking and payroll E marketing and sales 2 When a new person gets in trouble for not following the proper procedure in working with others, then, this person is in the____________stage of socialization. A reflective B entry C sense-making D surprise E early encounter 3 A manager is most likely to show/discuss______________with a new employee during the employee's socialization. A assimilation B norms C role structure D early encounter E status 4 Social identity occurs____________and is part of_________________. A before sense-making, early encounter B during network assignment, industry identification C before role expectation, direct early encounter D during anticipation, cultural adaptation E after metamorphosis,…
- 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. B) Discuss, describe the advantages and disadvantages of teams. Give a situation wherein the disadvantages outweigh the advantages? c) Based on your experience at work or school, describe some ways in which the principles of a scientific management and bureaucracy are still used in organizations. Do you believe these characteristics will ever cease to be a part of organizational life? Discuss. d) Why is procurement considered such an important part of operations management? What are some of the major changes in the procurement process in the recent years? e) Do you see yourself as having leader qualities or manager qualities? Do you think you will become a better leader/manager by developing the characteristics you already have…STRATEGIC HUMAN RESOURCE MANAGEMENTOVERVIEW This case provides an excellent example of the linkage between organization strategy and humanresources processes. When an organization's strategy shifts, successful implementation requires thatnew employee behaviors be rewarded and some old behaviors be either ignored or sanctioned. Inaddition, it may require the development of a whole new organization culture. The implications foremployees who have adapted to and been successful in the previous culture are ominous. Resistance toproposed strategic initiatives is common under these circumstances. Most organizations fail to plan human resource changes when new strategic initiatives aredeveloped. They often fail to understand the existence of such linkages, much less to identify andimplement the appropriate human resources strategies. In the present case, Dean Blake has explicitlyrecognized and proposed human resource changes which are needed to implement his strategy for theCollege. Clearly,…STRATEGIC HUMAN RESOURCE MANAGEMENTOVERVIEW This case provides an excellent example of the linkage between organization strategy and humanresources processes. When an organization's strategy shifts, successful implementation requires thatnew employee behaviors be rewarded and some old behaviors be either ignored or sanctioned. Inaddition, it may require the development of a whole new organization culture. The implications foremployees who have adapted to and been successful in the previous culture are ominous. Resistance toproposed strategic initiatives is common under these circumstances. Most organizations fail to plan human resource changes when new strategic initiatives aredeveloped. They often fail to understand the existence of such linkages, much less to identify andimplement the appropriate human resources strategies. In the present case, Dean Blake has explicitlyrecognized and proposed human resource changes which are needed to implement his strategy for theCollege. Clearly,…
- STRATEGIC HUMAN RESOURCE MANAGEMENTOVERVIEW This case provides an excellent example of the linkage between organization strategy and humanresources processes. When an organization's strategy shifts, successful implementation requires thatnew employee behaviors be rewarded and some old behaviors be either ignored or sanctioned. Inaddition, it may require the development of a whole new organization culture. The implications foremployees who have adapted to and been successful in the previous culture are ominous. Resistance toproposed strategic initiatives is common under these circumstances. Most organizations fail to plan human resource changes when new strategic initiatives aredeveloped. They often fail to understand the existence of such linkages, much less to identify andimplement the appropriate human resources strategies. In the present case, Dean Blake has explicitlyrecognized and proposed human resource changes which are needed to implement his strategy for theCollege. Clearly,…STRATEGIC HUMAN RESOURCE MANAGEMENTOVERVIEW This case provides an excellent example of the linkage between organization strategy and humanresources processes. When an organization's strategy shifts, successful implementation requires thatnew employee behaviors be rewarded and some old behaviors be either ignored or sanctioned. Inaddition, it may require the development of a whole new organization culture. The implications foremployees who have adapted to and been successful in the previous culture are ominous. Resistance toproposed strategic initiatives is common under these circumstances. Most organizations fail to plan human resource changes when new strategic initiatives aredeveloped. They often fail to understand the existence of such linkages, much less to identify andimplement the appropriate human resources strategies. In the present case, Dean Blake has explicitlyrecognized and proposed human resource changes which are needed to implement his strategy for theCollege. Clearly,…Use of Self is an OD concept designed to bring your whole self to the process of working with organizational change. The practice is designed to create greater self-awareness, recognize blind spots that may hinder effectiveness and allow intuition and perspectives to surface to guide and lead change. This concept, while personal in nature, is an essential component of organizational development and leadership development work. McKnight (2022) shares her experience of working in OD and being told that everything she needs to know is inside, her internal wisdom. Long (2020) believes combining self-awareness with mindfulness increases the effectiveness of use of self in OD work. Similarly, Moore Griffin (2021) offers a deeper purpose for heightened self-awareness and practical ways to develop use of self as life-long learning. After reading the articles and watching the video, respond to the following questions: What patterns of thought emerged from three different authors in…