You are bright, hard- working entry level manager who fully intends to rise up through the ranks. Your performance evaluation gives you high marks for your technical skills, but low marks when it comes to people skills. Do you think people skills can be learned, or do you need to rethink your career path? If people skills can be learned, how would you go about doing it?
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You are bright, hard- working entry level manager who fully intends to rise up through the ranks. Your performance evaluation gives you high marks for your technical skills, but low marks when it comes to people skills. Do you think people skills can be learned, or do you need to rethink your career path? If people skills can be learned, how would you go about doing it?
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- You are a bright, hardworking entry-level manager who fully intends to rise up through the ranks. Your performance evaluation gives you high marks for your technical skills but low marks when it comes to people skills. Do you think people skills can be learned, or do you need to rethink your career path? If people skills can be learned, how would you go about it?Which skills are most important at lower, middle, and higher levels of management? Compare these skills for any world-class organization like GE, Proctor & Gamble or a company of your choice.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?
- What makes a CEO’s job so complex? Use the challenge Tim Cook faces as Steve Jobs’ successor to provide examples that support your answer.You have just been hired as the new head of an audit team for a national accounting firm. With four years of experience, you feel technically well prepared for the assignment. However, this is your first formal appointment as a “manager.” Things are complicated at the moment. The team has 12 members of diverse demographic and cultural backgrounds, as well as work experience. There is an intense workload and lots of performance pressure. How will this situation challenge you to develop and use essential managerial skills and related competencies to successfully manage the team to high levels of auditing performance?discuss in 400-500 words: 1) 3 of your overall strengths as an employee and/or future leader 2) 2-3 challenges/ weaknesses /areas you need to work on as an employee and potential leader • You could mention strengths and challenges you might bring to the table in working with: subordinates (those under you), coworkers (those in an equal role), and leadership (those above you) 3) What you, your current or future workplaces, and/or those within it (leaders and coworkers) might do to maximize your own personal job performance and organizational commitment in light of your specific strengths, weaknesses, and characteristics overall. • You will be talking about ways to alter individual mechanisms of job satisfaction, stress, motivation, trust, and/or learning. You will not address all or even most. In addition to the concepts in each of these sections, this might also be accomplished through mechanisms such as leadership, team factors, or organizational culture. • Describe…
- There is no such thing as a “one-size-fits-all management theory”. What may work for one organization may not be relevant for another. Therefore, when one theory does not fit a particular situation, it is important to explore the option of developing a new theory that would lead in a new, more applicable direction. While some theories can stand the test of time, other theories may grow to be irrelevant and new theories will develop in their place. EXPLAIN.What is likely to happen if you continue to develop your skills and abilities? You’ll be considered for advancement over those who do not do so, you’ll be ignored when a higher-level position opens in your company, you’ll be given less responsibility, you’re likely to be demoted"Becoming a manager from an individual contributor means almost becoming a new person with a shift in thinking as well as skills and viewing oneself in a completely new way" - Would you agree with the statement, and why? Please discuss the above statement so as to explain your evaluation or reflection of the leap or transformation that an individual contributor in an organization goes through, both from the skill and thinking perspectives. towards becoming a new manager.
- You have just been hired as the new head of an audit team for a national accounting fi rm. With four years of experience, you feel technically well prepared for the assignment. However, this is your first formal appointment as a “manager.” Things are complicated at the moment. The team has 12 members of diverse demographic and cultural backgrounds, as well as work experience. There is an intense workload and lots of performance pressure. How will this situation challenge you to develop and use essential managerial skills and related competencies to successfully manage the team to high levels of auditing performance?You are a middle manager helping to implement a new corporate cost-cutting strategy, and you’re meeting skepticism, resistance, and, in some cases, outright hostility from your subordinates. In what ways might you or the company have been able to avoid this situation? Where do you go from here?If you compare the extent of managerial skills between middle level managers and lower-level managers, which statement is correct? a. Middle level managers have more technical skills than lower-level managers. b. Lower-level managers have less conceptual skills than middle level managers. c. Lower-level managers have more human skills than middle level managers. d. Middle level managers have less conceptual skills than lower-level managers.