Understanding Management
10th Edition
ISBN: 9781337333375
Author: Richard L. Daft; Dorothy Marcic
Publisher: Cengage Learning US
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Question
Chapter 1, Problem 13SL
Summary Introduction
To rate:
The situation: "When solving problems, I would much rather analyse some data or statistics than meet with a group of people."
Introduction:
In this situation, there is a need to explain the behaviour or outlook of mine towards a problem and how I deal with it. Whether I analyse some data or statistics or meet with a group of people.
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Expectancy theory is difficult to apply, but it doesprovide several useful guidelines for managers.One such outcome that managers must realize isthat _________a. everyone expects the same things.b. employees expect to be financially rewardedfor hard work.c. employees work for a variety of reasons.d. most employees tend to be unreasonable intheir expectations.e. managers need to use the authoritarian styleto get tasks accomplished.
Ahmed has just started his coffee shop business and he forced to start by his father. He works extra hours to succeed in the new venture. Identify the traits Ahmed is showing in the situation?
a.
Dedication.
b.
Flexible.
c.
Determination.
d.
self-starter.
Please answer these questions:
1. According to Harvard ManageMentor: Leading People, which of the following is a myth about leading people?
a. Leadership is about people.
b. Good leaders admit mistakes.
c. Good leaders use technology and innovation.
d. Leadership depends on personality.
2.According to Harvard ManageMentor: Leading People, an affiliative leadership style is best:
a. When the team needs a new vision or dramatic new direction.
b. When there is a team conflict, trust has been broken, or the team needs to be motivated.
c. To build consensus and get people's buy-in.
d. To motivate people who want to change or improve professionally.
3. According to Harvard ManageMentor: Difficult Interactions, if a relationship is the source of conflict, then it is a:
a. Disagreement based on personalities and work styles.
b. Disagreement over what has to be done.
c. Disagreement over how to do something.
d. Disagreement over who is in charge.
4. According to…
Chapter 1 Solutions
Understanding Management
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Knowledge Booster
Similar questions
- 1) Consider times when reacted to a negative with exit, voice, loyalty or neglect. What was it about the situation that caused someone to respond the way someone did? Does someone usually respond to negative events in the same way, or does someone response vary across the four options? Please share a specific example and why someone chose one of the four reactions (and how that manifested). 2) Think of reasons the increased diversity of the workforce might actually increase organizational commitment? Why? Which of the three types of commitment might explain that sort of result? 3) Studies suggest that decades of downsizing have lowered organizational commitment levels. Think of a way that an organization can conduct layoffs without harming the commitment of the survivors? How? with citations, pleasearrow_forwardAccording 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.arrow_forwardAndy Davis was proud of his restaurant, The Golden Bow. Its location was perfect, its decor tasteful, its clientele generous and distinguished. When he first took over the business a year ago, Davis had worried that the local labor shortage might make it difficult to hire good workers. But he had made some contacts at a local college and hired a group of servers who worked well with customers and with one another. The only problem he still had not solved was the dishwasher. At first Davis felt lucky when he found Eddie Munz, a local high school dropout who had some experience washing dishes. Davis could not afford to pay a dishwasher more than $4 an hour, but Eddie did not seem to mind that. Moreover, Eddie seemed to get the dishes clean. But he was so slow! Davis originally thought Eddie just was not quick about anything, but he changed his mind as he observed his behavior in the kitchen. Eddie loved to talk to the cooks, often turning his back on the dishes for minutes at a time to…arrow_forward
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