TOStIOIIS. Question 1: Describe with examples of the three levels of managers, the three skills that managers need in organizations, and the importance of each skills mentioned to different managerial levels. Ouestion2: Define a "Good Manager". Pick a manager of your choice that you consider as a "good" one. Explain your choice. Answer BOTH questions in 600-800 words.
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- 01) Which of the following is not one of the four primary management functions? A) controlling B) planning C) staffing D) organizing E) leading 02) As a manager, one of Joe's duties is to present awards to outstanding employees within his department. Which Mintzberg managerial role is Joe acting in when he does this? A) leadership role B) liaison role C) monitor role D) figurehead role E) spokesperson role 5) Managers need to have three essential skills in order to reach their goals. What are these skills? A) technical, decisional and interpersonal B) technical, human, and conceptual C) interpersonal, informational and decisional D) conceptual, communication and networking E) human, informational and communication 6) According to Luthans' research, successful managers, meaning those that were quickly promoted, spent more of their time on ____than on any other activity. A) traditional management B) human resource management C) networking D)…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?Assume the role of a mid-level manager of a small company. The CEO, Rachael Barker, wants your views on a new computer network she is considering. The current network is adequate, but the new one will provide much greater capabilities for managing files, word processing, and accessing the database. Write a one-page email in which you list (1) the key factors that you believe must be taken into account in making the decision, and (2) the trade-offs that must be considered
- Questions: 1. What do you think is the biggest personal reward of being a manager? What isthe biggest potential ‘downside’ of being a manager?2. Effective managers need technical, interpersonal, andconceptual 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 themanagerial skills you think are needed to work on the most and suggest how thismight be done.Answer these ten multiple choice questions: Question 1 The three categories of Mintzberg's managerial roles are Select one: a. interpersonal, informational, and decisional. b. planning, organizing, and leading c. entrepreneur, disturbance handler, and negotiator. d. monitor, disseminator, and spokesperson. Question 2 Which level of management is responsible for implementing the directives of senior executives? Select one: a. Tactical managers b. Strategic managers c. Day-to-day supervisors d. Operational managers Question 3 All of the following are characteristics of Weber's Theory of Bureaucracy except Select one: a. Rationality b. Environmental Analysis c. Officials d. Uniformity Question 4 All of the following are functions of management except Select one: a. Controlling b. Leading c. Financing d. Planning Question 5 Which of the following is not a role of management. Select one: a. Technical b. Tactical c. Operational d.…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,…
- 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,…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…a consultant for Dakota Press, what advice would you give to fix the following issues you notice in your meeting with the non-managerial team: 1. unrealistic and consistently missed goals 2. A sense of low morale, stress, and a desire for people to avoid the working environment.