Understanding Management (MindTap Course List)
10th Edition
ISBN: 9781305502215
Author: Richard L. Daft, Dorothy Marcic
Publisher: Cengage Learning
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Question
Chapter 11, Problem 5SL
Summary Introduction
To select:
The statement "The performance of the company is based on the high-quality leadership presence in the top management" is "Mostly false" or "Mostly true".
Introduction:
Top Management involves a group of people that are involved in the formulation of the strategies, objectives, goals and depicts a shared vision with respect to future. Everyone in the company gets affected by the decision taken by top management. They hold the accountability for failure or success of the organization.
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1.Why do organizations need leader-managers?
The accelerating pace of change requires the two complementary ways of thinking.
Combining both attributes in one person is cheaper and more efficient
.Directives from above need to be implemented in order to reach the organization's strategic objectives.
Staff need to be constantly thinking about the future.
2.Which activity is most likely to be carried out by a manager?
Communicating the direction of the organization.
Reinforcing performance.
Inspiring others.
Developing key relationships.
3.Which statement best describes leadership?
Leadership is about conducting performance reviews.
Leadership is having a vision and making it happen
.Leadership is maintaining the status quo.
Leadership is being in a position of authority
What do you think is the best leadership style? Why? Cite 3 reasons and relate to our current situation.
References:
Autocratic Leadership
Also called the authoritarian style of leadership, this type of leader is someone who is focused almost entirely on results and efficiency. They often make decisions alone or with a small, trusted group and expect employees to do exactly what they’re asked.
Closely supervises and controls people when they perform certain tasks.
The Democratic LEADERSHIP
Includes one or more people in the decision making process of determining what to do and how to do it.
Maintains the final decision making authority.
Balances production and people issues
Builds a working team of employees
Team approach: involves subordinates
Organization is a vehicle for carrying out plans
Laissez-faire or hands-off Leadership
This leadership style is the opposite of the autocratic leadership type, focusing mostly on delegating many tasks to team members and providing…
Critically evaluate leadership in one organisation (Iphone) and demonstrating how leadership led to a particular (singular) outcome. Ensure that you focus on one outcome (desirable or otherwise). As you are doing the analysis for a new CEO, assume that they are aware of important information about the company, and that therefore they do not require general background information. ONLY GIVE BACKGROUND INFORMATION THAT IS CLEARLY RELEVANT TO YOUR ANALYSIS. Using theory make reference to practical examples that highlight your analysis and discuss practical areas of improvement where possible.
Remember there is a difference between sources for information and sources for analysis. Sources for information are used for presenting facts or historical occurrences (e.g. an organisation’s first year of operations). You can use company websites, market research reports, interviews with managers and employees, personal work experience, newspapers, trade journals or industrial publications. Any…
Chapter 11 Solutions
Understanding Management (MindTap Course List)
Ch. 11 - Prob. 1OTJVCCh. 11 - Prob. 2OTJVCCh. 11 - Prob. 3OTJVCCh. 11 - Prob. 1DQCh. 11 - Prob. 2DQCh. 11 - Prob. 3DQCh. 11 - Prob. 4DQCh. 11 - Prob. 5DQCh. 11 - Prob. 6DQCh. 11 - Prob. 7DQ
Ch. 11 - Prob. 8DQCh. 11 - Prob. 9DQCh. 11 - Prob. 10DQCh. 11 - Prob. 1SLCh. 11 - Prob. 2SLCh. 11 - Prob. 3SLCh. 11 - Prob. 4SLCh. 11 - Prob. 5SLCh. 11 - Prob. 6SLCh. 11 - Prob. 7SLCh. 11 - Prob. 8SLCh. 11 - Prob. 9SLCh. 11 - Prob. 1GLCh. 11 - Prob. 1ALCh. 11 - Prob. 2ALCh. 11 - Prob. 3ALCh. 11 - Prob. 4ALCh. 11 - Prob. 5ALCh. 11 - Prob. 6ALCh. 11 - Prob. 7ALCh. 11 - Prob. 1EDCh. 11 - Prob. 2EDCh. 11 - Prob. 3EDCh. 11 - Prob. 1CFCACh. 11 - Prob. 2CFCACh. 11 - Prob. 3CFCA
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