Reference no: EM131720983
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. You are a manager wanting to behave ethically in your organisation. Discuss with examples the three key views and goals of ethical behaviour. In your answer explain the factors that contribute to ethical and unethical behaviour.
3. “Leaders are made…not born!” Discuss the key components of leadership and how they align with the 5 practices of exemplary leadership. Use examples to illustrate your answer.
4. Critically discuss the underlying assumptions that the Heroic and Engaging leadership theories make. Draw on the Mintzberg’s managerial styles with examples to illustrate your answer. (5 marks)
5. 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.
6. 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.
7. 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.
8. “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.
9. “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.
10. 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.
11. ‘The availability of advanced information technology allows an organisation’s work to be done anywhere at any time.’ Discuss if ‘organising’ is still an important managerial function in a global society. Provide examples to illustrate your answer.
12. Discuss what is meant by the term ‘network production’ In your answer give examples of its key characteristics. Provide examples to illustrate your answer.