Which of the three skills that exceptional managers need did the Changs most lack? Explain your answer...
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Which of the three skills that exceptional managers need did the Changs most lack? Explain your answer...
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- In your judgment, do most managers have the behavioral flexibility to move between different styles, or do they tend to apply just one or a limited range of approaches? Explain.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.LIE #4: THE BEST PEOPLE ARE WELL-ROUNDED Where does our fixation with well-roundedness first show up in the world? Where does it show up in your life? At work, why do you think most managers define jobs and roles as though the best people in them are well-rounded? What things in the real world push against the concept of well-roundedness? When you think of strengths, what signs do you look for? Share a favorite scripture and explanation about how the Gospel of Jesus Christ teaches us to have joy? TRUTH #4: THE BEST PEOPLE ARE SPIKY (because uniqueness is a feature, not a bug) What's your biggest breakthrough from this chapter and explain your reasoning. Based on what you have learned this week, what will you do differently on Monday? (As a team member, as a leader, as a parent, partner, or friend?)
- Identify several of the important skills that help managers succeed. Give an example of each. How might the importance of different skills vary by level and area within an organization?How does a manager demonstrate compassion and integrity, and how do they create a trusting environment?What 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) Why is trust a vital aspect of a manager’sinterpersonal skills? (2) What are the risks of poorlydefining problems or opportunities before makingdecisions?1.What are two of your facet values? 2.What’s a situation when your facet values might change? 3.How are your facet values similar or different from another person who shared theirs?What challenges and/or biases do you understand you would have, if you were a manager, when working with people from generations different from yours.
- 1. Why do the functions of management tends to overlap? Do you think that the overlap is an advantage or not? 2. Explain how does the technical, human, and conceptual skills of an employee vary as the employee progresses in the management ladder? Explain which type of managers i.e., middle, top, and lower would require more technical, human, conceptual skills.You’re the youngest person in your department, and you just got promoted to department manager? What steps could you take to make sure all your employees have confidence in your management and leadership?Managers often work long hours at a hectic pace. Would this type of career appeal to you? Explain.
