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(Solved) INTRODUCTION TO MANAGEMENT: SHORT ANSWER QUESTIONS TOPIC 1: ORIGINS OF MANAGEMENT PRACTICES Lecture + Robbins Ch. Explain what is meant by...


INTRODUCTION TO MANAGEMENT: SHORT ANSWER QUESTIONS

TOPIC 1: ORIGINS OF MANAGEMENT PRACTICES Lecture + Robbins Ch. 1

1.    Explain what is meant by ‘management’. In your answer discuss three foundation management studies and how each theory has contributed to our understanding of ‘management’.


2.    Explain what is meant by ‘management’. In your answer discuss the competing explanations of ‘management’. In your answer, draw on foundation management studies to justify each explanation.

3.    Fayol, Mintzberg and Katz studied and wrote about management – though each in a different way. Discuss the focus of each contribution for the management of contemporary organisations, and key similarities and differences between their findings.

4.    There has been a major shift in management thinking leading to the development of new models for management. Discuss the key features of the ‘network of teams” model and the role that managers play in managing a ‘network of teams’.

TOPIC 2: MANAGING ORGANISATIONAL BEHAVIOUR Lecture + Robbins Ch. 8

1.    Discuss how understanding of ‘attitude orientations’ and ‘perception’ can help managers be more effective. In your answer draw on the influences of each attitude orientation for managers, and how this can sometimes distort his/her perception of employees. Give examples to illustrate your answer.

2.    Discuss how understanding of personality can help managers be more effective. In your answer describe with examples the three ways in which behaviour is influenced by personality. Draw on the Five-Factor personality model to illustrate your answer.

3.    Discuss the three factors that affect motivation. In your answer, explain how attitude and personality can influence motivation. Give examples to illustrate your answer.

4.    Mintzberg proposed that ‘management as practice combines art, craft, and science.’ Discuss the various characteristics of managing under art, craft, and science. In your answer explain how each approach characteristic approaches strategy. Give examples to illustrate your answer.

TOPIC 5: MANAGING CSR AND ETHICAL BEHAVIOUR Lecture + Robbins Ch. 2

1.    Explain what is meant by ‘corporate social responsibility’ (CSR) and the implications for management. In your answer discuss the three organisational stances on CSR and the consequences for an organisation’s success or failure. Use examples to illustrate your answer.

2.    Discuss the evolution of corporate social responsibility (CSR) between the 1950s and today. In your answer draw on the influence of systems, culture and values on CSR. Discuss the implications of integrating CSR strategies for small, medium and large organisations in today’s society. Use examples to illustrate your answer.

3.    Secchi developed three theories of corporate social responsibility (CSR). Describe the differences between the three theories and give an example for each.

4. You are a manager developing a corporate social responsibility (CSR) strategy for your organisation. Discuss with examples the influence of organisational culture and personal values when wanting to make an organisation more ethical. Use examples to illustrate your answer.

TOPIC 6: MANAGERIAL LEADERSHIP Lecture + Robbins Ch. 3 & 11

1.    Discuss two key leadership theories /models from the past 50 years and how each has contributed to our understanding of managerial leadership. Explain with examples the key characteristics of each theory/model that a contemporary manager might find useful to adopt.

2.    Critically discuss the underlying assumptions that leadership theories and models make. Draw on two theories or models to illustrate your answer. In your answer explain the implications for understanding behavioural leadership theories. Use examples to illustrate your answer.

3.    Critically discuss the key characteristics of the Bass and Avolio model of ‘Transformational Leadership’ and the ‘Leader-Member Exchange Theory’. Discuss the relevance of each for contemporary organisations. Use examples to illustrate your answer.

4.    Two ways to think of ‘leadership’ is through a ‘downstream’ and an ‘upstream’ lens. Explain how leadership is conceptualised with each approach, and its key characteristics. Use examples to illustrate your answer.

TOPIC 7: MANAGING STRATEGICALLY Lecture + Robbins Ch. 4 & 6

1.    There are differing views of managing ‘strategy’. Critically discuss three views of strategic management, and the importance for managers of understanding the organisational domain. In your answer define what is meant by the ‘organisational domain.’ Use examples to illustrate your answer.

2.    In your lectures an overview of Strategic management was discussed. Discuss the key characteristics of the three approaches, and a key theory or model that typifies each. In your answer discuss in what circumstances each approach might be adopted.

3.    Discuss two generic models that could be applied by managers when facing a strategic dilemma. Explain which approach would be more useful in a particular context. In your answer define what is meant by a ‘strategic dilemma’, and the basic characteristics of each model. Use examples to illustrate your answer.

4.    “As strategy, we need to consider how an organisation learns”. Discuss this statement drawing on the benefits for an organisation. In your answer discuss how managing ‘Communities of Practice’ can contribute strategic value in organisations. Use examples to illustrate your answer.

TOPIC 8: ORGANISATIONAL ANALYSIS Lecture + Robbins Ch. 5

1.    Compare the similarities and differences between ‘subjective’ and ‘objective’ frameworks for organisational analysis. Explain why it is important for managers who are involved in organisationa analysis to understand the key characteristics of each. Use examples to illustrate your answer.

2.    Describe the key principles of ‘Systems Engineering’. Explain what aspects of this framework are not desirable for businesses to apply when undertaking organisational analysis. Use examples to illustrate your answer.

3.    Explain the specific factors of a ‘subjective’ framework in organisational analysis. In your answer discuss the implications of these factors for managers when analyzing the organisation. Discuss in what organisational circumstances a ‘subjective’ framework might be adopted and the limitations of ignoring factors contained in the ‘objective’ framework. Use examples to illustrate your answer.

4.    “Analysing the ‘subjective’ is not easy”. Drawing on the characteristics of ‘subjective’ and ‘objective’ frameworks for organisational analysis, discuss this statement. Discuss why managers often find it easier to analyse the ‘objective’. Use examples to illustrate your answer.

TOPIC 9: CREATIVITY, INNOVATION & DESIGN Lecture + Robbins Ch. 7, 13

1.    Discuss what the main purposes of innovation portfolio management are. In your answer explain the differences between ‘creativity’ and ‘innovation’ and the importance of each concept for organisations. Discuss which concept ‘design thinking’ fit into? Use examples to illustrate your answer.

2.    “The reality is that innovation is impossible to manage”. Discuss why organisations need an Innovation Management (IM) Framework. In your answer define what an IM Framework is. Describe the 3 components of an IM Framework. Use examples to illustrate your answer.

3.    Drawing on the ‘Competencies’ component of the Innovation Management (IM) Framework, discuss the similarities and differences between ‘idea management’, ‘market management’, and ‘portfolio management’. Use examples to illustrate your answer.

4.    “Innovation is change that adds potential value”. Discuss this statement drawing on the ‘Dimensions’ component of the Innovation Management (IM) Framework. In your answer discuss the aspects of innovative leadership that a manager would draw on when managing innovation in fast-changing environments. Also discuss the innovation climate and culture that an organisation would need to adopt in a fast- changing environment. Use examples to illustrate your answer.

TOPIC 11: FUTURE TRENDS Lecture + Robbins Ch. 10

1.    Global key trends are influencing the redesign of work. Describe four socioeconomic and cultural drivers that are influencing business and government. In your answer describe the characteristics of the ‘sociology of technology’ and how these are influencing business strategy. Provide examples to illustrate your answer.

The 4 key sociology of technology are Smart – Social – Organic – Wellness.



2.    A ‘network of teams’ is a new model in the redesign of work. Discuss the ‘4 keys to success’ that managers will need to incorporate when introducing a network structure, and some of the challenges they might face with its implementation. Provide examples to illustrate your answer.

•      today's digital world of work has shaken the foundation of organizational structure, shifting from the traditional functional hierarchy to one Deloitte calls a "network of teams." This new model of work is forcing us to change job roles and job descriptions; rethink careers and internal mobility; emphasize skills and learning as keys to performance; redesign how we set goals and reward people; and change the role of leaders.  The 4 keys help manager to success to introducing a network structure is include 1Shared values and culture, 2Transparent goals & projects, 3 Feedback and a free flow of information, 4People are rewarded for skills and contribution, not position. Anyway, when manager introduce the network structure, he will face some challenges. First some people are hard to engage to the new structure. And in this new structure, free flow of information and feedback could be led to pressure to employee. In this network structure, ‘positional leadership’ are going away, this will very hard to make decisions and led to conflicts. On the other hand, this more fluid structure can lead to a more complex set of relationships in the organization. For example, lines of accountability may be less clear.

 


3.    Deloitte identified 10 Global ‘Human Capital’ trends for 2016. Discuss 5 of these trends. In your answer discuss how managers will manage these trends with a flexible work force. Provide examples to illustrate your answer.





4.    ‘The workforce is undergoing rapid change.’ Discuss five trends to 2030 that have been identified for the financial sector. In your answer discuss how managers will manage an older, more urban generation. Provide examples to illustrate your answer. 

 


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