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- interview questions as a superstore Mananager, Question 1: Foundations of Management (Unit 1) / Management Challenges (Unit 3) What do you see as the biggest challenges for a manager in today’s work environment, and how do you try to approach those challenges? Question 2: Planning (Unit 2b) How do you plan and set goals for your team? What is your process in converting those goals into action plans? Question 3: Leading (Unit 2a) How would you describe your leadership style, and what are some ways that you utilize to motivate and engage your team members? Question 4: Organizing (Unit 2b) How are responsibilities and tasks distributed in your team? Question 5: Controlling (Unit 2b) How do you track the performance of each of your employees? Could you describe a time where you had to put some measures in place in order to solve a problem or situation at the workplace?Question No 2: Part-A: Explain what types of jobs can be more suitable for employees’ categories presented by Douglas McGregor? Provide support to your answer separately for each category as well as each job. Part-B: Also, mention that how a leader can manage and lead both categories.Question 3: Participative leadership is the most effective leadership style. Comment justifying why you agree/disagree.
- Q.No.7: In modern corporate environment, leadership is very important for improving the job performance and employee development as well. If you are Head of IT department, what qualities you should have as a leader, and also explain the characteristics of leaders who fail to lead a successful team?Question 1: 1a) How extroversion, agreeableness, emotional stability, openness, and contentiousness differentiate leader from non-leader. Explain each with an example. 1b) Discuss why agreeable employees are potentially lower earners and are often not considered better job performers.Question 1: What is coordination? What are the different ways that an organization can use to bring about effective coordination among its departments? QUESTION 2: What is Power? How can a manager apply reward, coercive, and expert powers to become an effective leader? QUESTION 3: a. What is the expectancy theory of motivation? Discuss the role of valence and reward (outcome) in explaining employee expectancy. b. You have recently prepared and submitted a Tk.150 million bid to win a construction contract to build a supermall in Cox’s Bazaar for Lucifer Group of Industries. Your bid is the most comprehensive and lowest in terms of cost. The Lucifer Manager for the project also appreciates the bid and is positive about giving the job to your company. However, the Lucifer manager has asked you to raise the bid by Tk.15 million which would be split three ways equally between you, the Lucifer manager, and the Vice President of Lucifer. You, being a person of strong ethics and integrity, in…
- Questions: 1. How has Lynn used the four functions of management in building her business? 2. Discuss the use of organizational resources (human, monetary, raw materials, and capital) in the restaurant industry. What challenges would a restaurant manager or owner face with each one? 3. Which of Katz’s managerial skills (technical, human, and conceptual) does Lynn seem to use most often? Why? 4. Discuss your personal philosophy for promoting the careers of women managers within an organization. Why do you hold this philosophy? Explain any challenges that you foresee in implementing this philosophy within a modern organization. How will you overcome these challenges?“An organization is formed to accomplish a specific mission. To do this, it must attract and hire people whohave certain knowledge, skills, aptitudes, and attitudes. To attract and retain such people, the organizationprovides rewards” (Henderson, 2006). QUESTION(A) Discuss any two (2) compensation components (B) Discuss any two (2) benefits components that must be considered to ensure that the right candidate is retained in the right job positionWhich manager does the most 'leading'? a) 1st tier b) VP c) CEO d) GM The soda machine broke in this fast food restaurant. This 1st tier manager opens it up, identifies the problem and fixes the machine. This is an example of what skill? a) human b) technical c) conceptual Flag question: Question 3 A manager working in the back office overhears employees discussing their disapproval of next week's schedule. He gets up and goes over to address their concerns. This is an example of what skill? a) technical b) human c) conceptual Flag question: Question 4 This mid-level manager is new to the company. He recently completed his MBA and is ready to bring new insights into the lagging production the company is experiencing. This is an example of what skill? a) technical b) human c) conceptual Flag question: Question 5 As a 1st tier manager you that there is a bottleneck in a particular area. You move one…
- What is the definition of management? Question 2 options: A. a group of individuals who work together towards a common goal or to accomplish some specific purpose B. the process that includes motivating subordinates, directing others, selecting the most effective communication channels and resolving conflicts. C. the process of administering and coordinating resources effectively, efficiently and to achieve the goals of the organisation.Question1: Mr. Ahmed is a newly hired first-line manager. He foresees and coordinates the work of non-managerial staff. Soon after his joining, he realized that his subordinates are taking him and their individual goals for granted. Suggest power tactic(s) to influence the subordinates of Mr. Ahmed. Question 2: Compare and contrast behavioral theories of Leadership?QUESTION 4The competence and commitment of employees come to play when it comes to organizational performance. Leaders are advised to match their style to the competence and commitment of subordinates. In effect, effective leadership requires that a person adapts his or her style of leadership to the demands of different situations. This theory is used extensively in organizational leadership training and development. As head of a unit or department in your organization how you would deploy the Situational Leadership Theory.