Reference no: EM131264817

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

1. What is management? Have these definitions changed over time?

2. Explain the differences between effectiveness and efficiency. Give examples to illustrate your answer. Discuss ways that managers at each of the four levels of management can contribute to efficiency and effectiveness.

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.

4. Describe the key similarities and differences between the management theories developed by Fayol, Mintzberg and Katz

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

1. Describe the three 'attitude orientations' of organizational behavior and give an example for each. In your answer discuss why it is helpful for managers to be aware of these orientations:

2. 'Instead of worrying about job satisfaction, companies should be trying to create environments where performance is enabled.' Discuss the implications of this statement for managers.

3. Explain the challenges facing managers in managing generational differences and negative behavior in the workplace

4. Describe the two approaches of perception and the categories in each approach. Discuss why it is important for individuals to be aware of these approaches and the barriers to accurate perception that can occur.

TOPIC 3: GROUPS AND TEAMS Lecture + Robbins Ch. 9

1. Explain the impact of work teams on productivity in countries such as the United States and Australia, whose national cultures place a high value on individualism.

2. Compare how early scientific management theorists and behavioural science theorists might react to the increased use of teams in contemporary organiZations.

3. Discuss ways in which norms and conformity can affect group behavior. In your answer provide an explanation of what is meant by 'norms' and 'conformity'.

4. Discuss the challenges that managers face with managing global teams. In your answer provide a solution for overcoming each challenge.

5. Discuss the impact of group size on group behaviour, group cohesiveness, and productivity

TOPIC 4: MANAGERIAL COMMUNICATION Lecture + Robbins Ch. 12

1. Explain why it is important to understand the different communication styles when communicating with people. In your answer discuss the barriers to communication that managers need to be aware of when communicating with culturally diverse teams.

i. Understanding different communication styles promotes individual awareness.

ii. It increases self-esteem and self-confidence.

iii. Helps to  create good and lasting impressions on others

Barriers to communication that need to be aware include;

i. Close minded

ii. Poor listening

iii. Difficulty seeing the other person's point of view

iv. Interrupts

v. Monopolizing

2. You are a manager who is trying to get support from your colleagues for a new idea. Describe the three principles of communication as well as three influencing tactics you might use.

4. Describe the foundations of good communication and how these can help minimise toxic communications in the workplace. In your answer discuss contemporary communication issues facing managers.

Good communication must possess the following features;

4) "'Silence' can be a powerful language". Describe four characteristics of nonverbal communication and how these can assist managers when communicating with others

Characteristics of non-verbal communication

5) 'Ineffective communication is the fault of the sender.' Discuss the communication process and three ways to ensure effective communication.

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

1. Taking a systems view of organisations, discuss the influence of systems culture and values on corporate social responsibility (CSR).

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

Topic 6: Managerial Leadership

1. Explain with examples what a manager might need to know when using Fiedler's contingency model.

2. All managers should be leaders but not all leaders should be managers. Discuss this statement and support your argument with examples. In your answer explain the circumstances that might make organizational leaders irrelevant.

3. 'It is the leaders in organizations that make things happen.' Critically discuss this statement explaining the implications for understanding behavioral leadership theories.

4. Draw on your knowledge of the conventional leader-celebratory approaches to leadership. Describe Adair's three circles model. In your answer explain the model's core management responsibilities.

5. Bass and Avolio developed a model of transformational leadership. Discuss the key features of the  model including what is meant by the term 'Transformational Leadership'.

Topic 7: MANAGING STRATEGICALLY

1. 'The primary means of sustaining a competitive advantage is to adjust faster to the environment than your competitors do.' Critically discuss this statement

2. You have just been appointed as a strategic manager. In your planning you are considering undertaking either a macro analysis or an organizational analysis. Discuss the key features of both approaches and in what circumstances you would apply each analytical tool.

3. You have just been appointed as the strategic manager. In your planning you re considering undertaking either an industry/ sector analysis or ana organizational analysis. Discuss the key features of both approaches and in what circumstances you would apply each analytical tool.

4. Discuss two tools that could be applied by managers when facing a strategic dilemma. Explain which tool would be more useful in this context.

5. Discuss how understanding and managing 'communities of practice' can contribute strategic value in organizations.

Attachment:- Assignment.rar