First-line managers tend to deal with problems that are routine and repetitive while upper-level managers handle the unusual and difficult problems Select one: True False
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First-line managers tend to deal with problems that are routine and repetitive while upper-level managers handle the unusual and difficult problems
Select one:
True
False
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- Explain whether management is a science or art. Justify your views with the theory postulated by John Harvey-Jones."The diffuculty is that there can never be any single correct solution to any management problem, or any all-embracing system which will carry one through a particular situation or period od time" - john harvey-jonesFrom the following management styles (e.g., Task Vs. People-Centered Style, Participatory, Directing, or Teamwork Styles, Autocratic, Participative, and Free-reign styles, etc.). What combinations of management styles might you use in the below situations and why? You are considering a major change in the way your company does business. Your staff has an excellent record of achieving goals, and your relationship with them is trusting and supportive.Managers, who believe in Theory X adopt the following assumptions: Select one or more alternatives: work is a natural part of life and people generally like it. managers need to constantly control their subordinates. people dislike responsibility and they prefer to be directed. people generally do not like to work at try to avoid it as much as possible.
- Chose the best definition of management from the following: Select one: O a. Management: the act of getting people together to accomplish desired goals and objectives using available resources efficiently and effectively. Since organizations can be viewed as systems, management can also be defined as human action, including design, to eliminate the production of useful outcomes from a system. This view opens the opportunity to manage oneself, a pre-requisite to attempting to manage others. O b. Management: the act of getting people together to accomplish desired goals and objectives using organization's resources efficiently and effectively. Since organizations can be viewed as systems, management can also be defined as human action, including design, to facilitate the production of useful outcomes from a system. This view hinders the opportunity to manage oneself, a main-requisite to attempting to manage others. c. Management: getting people together to undertake anticipated goals and…In your company's management development program, there was a heated discussion between some people who claimed, "Theory is impractical and thus no good," and others who claimed, "Good theory is the most practical approach to problems." What position is better and why?From the following management styles (e.g., Task Vs. People-Centered Style, Participatory, Directing, or Teamwork Styles, Autocratic, Participative, and Free-reign styles, etc.). What combinations of management styles might you use in the below situations and why? Your employees are having trouble getting the job done. Their performance as a whole is less than expected. You have an employee who is very motivated but has little experience
- We have discussed that management is useful in all types of organizations. Consider three types: (i) a Fortune 500 company, (ii) a social enterprise, and, (iii) a technology startup. Discuss the similarities and dissimilarities involved in managing these three types of organizations, particularly considering the four aspects of management. Do you think a manager who is effective in one type of organization can be effective in another type of organization? How can universities prepare students to be effective managers across different types of organizations?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.According 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.
- One of the challenges for a new manager in a leadership position is managing stress. Reflect on a time in your life where you have taken a leadership role in a summer job, as a member of a team, or in a study group for this or another course. Develop a stress management plan that includes how you can recognize stress, how you will notice the stress, how you will manage changes to address stress, and how you will seek outside counsel and help, including a mentor to help you manage stress.Please refer to the attached case “Managing Up” and answer the following:a) In order to effectively manage up, what things should Grace understand about herself? b) Imagine Grace has come to you for help. Develop a plan for her to manage her relationship with Landon in order to meet her career goals.If managers frequently use experience and intuition to make complex, non-programmed decisions, how do they apply evidence-based management (which seems to suggest that managers should rely on facts and data)?
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