Description
At the end of each chapter in the textbook, there are sets of questions, including (1) Management in Action, (2) Building Management Skills, and (3) Managing Ethically. For this assignment, you need to complete all questions under these three headings for the book chapters included in the course (i.e., Chapter 1, 3, 4, 5, 7, 10, 11, 12, 13, 14, 15, 16) for every missed session including the four permissible absences. For missed sessions that were not a content session, or where there were no book chapters associated therewith, you need to select another session to use instead. Cases where all classes in the period were missed need to complete the questions for all assigned book chapters.
At the end of every chapter you can find the questions, the answers about theoretical questions need to be based on the book you can’t use concepts or words not included in the book while the questions about more personal stuff or working experience do not have to follow strictly the material. once you’ll agree I can tell you which personal working experience when in the question they ask about it.
I have already done chapter 1, 3, 4 and 5 so you can have an idea of how it needs to look.As you can see the answers do not have to be longer than 100 words. The important thing is that the theory ones are based on the relevant chapter while the personal ones on my working experience that I will tell you.Basically for chapter 7, 10, 11, 12, 13, 14, 15, 16 you need to answer these sets of questions at the end of every chapter in the same style as I did in the draft I sent youhttps://drive.google.com/file/d/1jciJI3RNRnUhtkjId…
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CHAPTER 1
MANAGEMENT IN ACTION
1. Describe the difference between efficiency and effectiveness, and identify real organizations
that you think are, or are not, efficient and effective.
Efficiency is about doing tasks correctly with minimal resources, while effectiveness involves
doing the right tasks to achieve goals. An example of an efficient and effective organization is
Toyota, known for its systems that optimize production processes. A company like Kodak struggled
with effectiveness, failing to adapt to digital photography trends despite having efficient
manufacturing processes for traditional film.
2. In what ways can managers at each of the three levels of management contribute to
organizational efficiency and effectiveness?
To guide the organisation towards its long-term goals, top-level managers, like CEOs, set strategic
objectives and policies. To achieve these goals, middle-level managers, such as department heads,
apply these tactics and manage resources. First-level managers are in charge of managing daily
tasks and ensuring that everything proceeds without any problem
3.
Identify an organization that you believe is high-performing and one that you believe is lowperforming. Give five reasons you think the performance levels of the two organizations differ
so much.
I believe Apple can be considered a high performing organization while Blockbuster low
performing one. Apple’s success lies in its continuous product innovation, quick market adaptation,
business model, strong customer engagement, and visionary leadership under Steve Jobs.
Blockbuster collapsed because it was unable to innovate in digital streaming, was too weak to adjust
to market shifts, was dependent on an obsolete rental model, lacked good customer service, and
needed a digital-age leader.
4. What are the building blocks of competitive advantage? Why is obtaining a competitive
advantage important to managers?
Competitive advantage is built on variables such as a company’s resources, skills, and core
competencies. These characteristics matter because they enable businesses to do tasks faster and
more effectively than their competitors. Managers need to have a competitive advantage since it
helps their company beat rivals, keep customers, and succeed over the long run.
5. In what ways do you think managers’ jobs have changed the most over the last 10 years? Why
have these changes occurred?
Increasing reliance on technology, a focus on global perspectives, environmental and ethical
standards, and the need for adaptability in the market are the main shifts in management positions.
Improved technology, globalisation, more social and environmental awareness, and changing
labour demographics are the main causes of these changes.
6. Choose an organization such as a school or a bank; visit it; then list the different
organizational resources it uses. How do managers use these resources to maintain and
improve its performance?
Considering a bank, various organizational resources are used, financial resources like capital and
investments, physical resources such as buildings and ATMs, human resources like employees and
technological resources like online banking platforms and data management systems. Managers
use these resources to maintain and improve performance, ensuring the operation in the facilities,
training employees for better customer service and leveraging technology to ensure risk
management.
7. Visit an organization, and talk to first-line, middle, and top managers about their respective
management roles in the organization and what they do to help the organization be efficient
and effective.
Considering a hospital, first-line managers like head nurses oversee patient care and staff
efficiency. Middle managers, such as department heads, coordinate resources across the different
departments. Top managers, like the hospital administrator, set overall policies and strategic goals,
ensuring the hospital’s efficiency and effectiveness.
8. Ask a middle or top manager, perhaps someone you already know, to give examples of how
he or she performs the managerial tasks of planning, organizing, leading, and controlling.
How much time does he or she spend in performing each task?
My manager at the clothing store where I used to work was spending 25% of his time planning,
setting sales targets managing inventory. Organizing, scheduling shifts and arranging visuals
merchandising, was also accounting for 25%. Leading, motivating the team, handling customer
issues, and training, was taking 30% of his day. Controlling, monitoring sales performance and
customer satisfaction was occupying the remaining 20%.
9. Like Mintzberg, try to find a cooperative manager who will allow you to follow him or her
around for a day. List the roles the manager plays, and indicate how much time he or she
spends performing them.
An example of cooperative manager could be my team leader at the customer service center where
I’m currently working. He spends around 10% of the day doing meeting. Receiving and giving
information takes about 30% of his time. Leading his team is the major part of his job and takes
about 40%. Making decisions and solving problems, can take up to 20% of his time.
BUILDING MANAGEMENT SKILLS
1. Think about your direct supervisor. Of what department is he or she a member, and at what
level of management is this person?
My manager works in the Customer Service Department of the Italian market department, serving
as a middle-manager. Typically, this position involves controlling the customer service team’s dayto-day operations, making sure that customer questions and concerns are handled effectively, and
operating as an interface of contact between front-line employees and higher-level managers.
2. How do you characterize your supervisor’s approach to management? For example, which
particular management tasks and roles does this person perform most often? What kinds of
management skills does this manager have?
The management approach adopted by my supervisor is focused on efficient teamwork and
communication. He is often in charge of making decisions and addressing problems, including the
team in these processes. Clear communication, collaborative leadership, and the capacity to provide
useful feedback are among his primary managerial abilities.
3. Are the tasks, roles, and skills of your supervisor appropriate for the particular job he or she
performs? How could this manager improve his or her task performance? How can IT affect
this?
The abilities of my manager are ideal for his position in managing the Italian market’s customer
service division. He might do better by planning team-building exercises to strengthen group
relationships instead of sticking to only individual exchanges. This could be facilitated by using IT
solutions, such as collaboration tools, which would improve communication and create a more
homogeneous work atmosphere.
4. How does your supervisor’s approach to management affect your attitudes and behavior?
For example, how well do you perform as an employee, and how motivated are you?
My attitudes and behaviour are positively influenced by my supervisor’s management approach.
His emphasis on effective communication and team decision-making creates a positive work
atmosphere. Feeling that my efforts get noticed and that there is a strong feeling of cooperation
makes me feel more motivated and interested during work.
5. Think about the organization and its resources. Do its managers use organizational resources
effectively? Which resources contribute most to the organization’s performance?
Effective use of organisational resources is shown by the managers at the company where I work.
Skilled labour, modern IT systems for teamwork and communication, and extensive training
programmes are the main resources boosting the organization’s effectiveness. These tools are
essential for maintaining excellent customer service standards and guaranteeing successful
teamwork.
6. Describe how the organization treats its human resources. How does this treatment affect the
attitudes and behaviors of the workforce?
The company manages its human resources with a priority on building a friendly and interpersonal
atmosphere. This approach develops a relaxed and encouraging work environment where human
relationships and employee well-being are prioritized. Workers have greater perceptions of comfort
and value, which promotes a sense of loyalty and belonging to the company. This supportive
environment encourages honest communication, teamwork, and willingness to help one another.
7. If you could give your manager one piece of advice or change one management practice in
the organization, what would it be?
If I were to give one recommendation to the organization where I work, it would be to enable
workers to work remotely from locations outside of the Netherlands. This shift could contribute to
a more dynamic and inclusive workplace by improving employee happiness and bringing in a wide
candidate group. Furthermore, I would advise reviewing the feedback procedure, particularly with
regard to comments provided by the back-office who may not be familiar with first-line workers.
8. How attuned are the managers in the organization to the need to increase efficiency, quality,
innovation, or responsiveness to customers? How well do you think the organization performs
its prime goals of providing the goods or services that customers want or need the most?
The organization’s managers are strongly focused on improving efficiency, quality, innovation, and
customer responsiveness, utilizing an advanced monitoring system for employees and customers.
This approach contributes to high performance in reaching the organization’s objectives for client
satisfaction by effectively controlling the delivery of services that accomplish consumer demands.
MANAGING ETHICALLY
1. Either by yourself or in a group, give three reasons you think the behavior was unethical. For
example, what rules or norms were broken? Who benefited or was harmed by what took
place? What was the outcome for the people involved?
Giving a client incorrect information because of their gender, race, or level of compassion is a
terrible example of unethical first-line agent behaviour. Because this conduct discriminates against
the customer, it conflicts with the fundamental values of equality and justice. Customers who get
inaccurate information incur consequences, which might be making incorrect decisions and losing
confidence. This conduct also compromises the organization’s integrity and credibility, which may
negatively impact long-term trust and commercial opportunities.
2. What steps might you take to prevent such unethical behavior and encourage people to
behave in an ethical way?
To raise ethics and awareness among employees, regular training and update sessions should be
offered. It’s also necessary to create explicit regulations about moral behaviour and equality,
informing the employees of the consequences of such behaviour. Setting up a framework that
enables staff members to report unethical activity without fear is also important.
CHAPTER 3
MANAGEMENT IN ACTION
1. Discuss why managers who have different types of personalities can be equally effective and
successful.
Managers with different personalities can be both effective and successful due to their unique
personal characteristics. Because of their analytical and introverted attitude, some managers may
excel in decision-making and strategic thinking; others, who are more extroverted, might perform
well in leadership, motivation, and team-building. Different styles of management contribute to a
diversified and flexible administration that can effectively deal with a variety of situations and lead
to organisational success.
2. Can managers be too satisfied with their jobs? Can they be too committed to their
organizations? Why or why not?
While high job satisfaction and organisational commitment are useful for managers, being too
committed can have negative consequences. Excessive job satisfaction can result in resistance to
change; meanwhile, excessive organisational commitment may result in overidentification,
affecting critical evaluation of procedures, and possibly ignoring unethical behaviour. Managers
have to find a balance between flexibility, innovation, and moral conduct too.
3. Assume that you are a manager of a restaurant. Describe what it is like to work for you when
you are in a negative mood.
If I’m in a bad mood as a restaurant manager, it’ll be more difficult to work for me. I could be more
impatient and less communicative. I may not be as helpful or supportive, which might lead to errors
or misunderstandings. This could also influence my capability to guide and encourage the team.
Furthermore, my communications with clients may be less enjoyable, thus impacting their eating
experience and opinion of the restaurant.
4. Why might managers be disadvantaged by low levels of emotional intelligence?
Understanding and managing feelings requires emotional intelligence; managers with low levels
can have a disadvantage. Managers may benefit from emotional intelligence by knowing their own
feelings as well as those of others, why they’re experiencing them, and what generates them.
Controlling difficult emotions like fear and worry requires high levels of emotional intelligence.
5. Interview a manager in a local organization. Ask the manager to describe situations in which
he or she is especially likely to act in accordance with his or her values. Ask the manager to
describe situations in which he or she is less likely to act in accordance with his or her values.
My cousin, a manager in the boat and sail sector, highly prioritises customer safety and
environmental conservation, constantly maintaining excellent standards in these fields. However,
he experiences difficulty aligning with his beliefs at peak business periods, especially in combining
intense workloads with employee wellbeing, sometimes feeling the need to push his staff harder
than he would like to.
6. Watch a popular television show, and as you watch it, try to determine the emotional
intelligence levels of the characters the actors in the show portray. Rank the characters from
highest to lowest in terms of emotional intelligence. As you watched the show, what factors
influenced your assessments of emotional intelligence levels?
In Breaking bad we can observe different values of emotional intelligence among the main
characters, here is how I ranked them. 1) Mike Ehrmantraut: very high EI; 2) Gus Fring: high EI;
3) Walter White: moderate EI; 4) Skyler White: moderate to low EI; 5) Jesse Pinkman: low EI;
6) Hank Schrader: very low EI.
These evaluations are determined by the characters’ empathy, how they handle their emotional
states, how well they can manage their emotional reactions, and how they deal with complex social
situations.
7. Go to an upscale store in your neighborhood, and go to a store that is definitely not upscale.
Observe the behavior of employees in each store as well as the store’s environment. In what
ways are the organizational cultures in each store similar? In what ways are they different?
Italian grocery businesses Eataly and Iperal have different organisational cultures. At Eataly, you
can find Italian culinary experts who give product information and cooking tips for a spectacular
shopping experience. The store’s Italian marketplace style highlights a luxurious experience. In
contrast, the ordinary supermarket, Iperal, promotes practicality and economy. In a practical and
affordable retail setting, staff members help process transactions and find products. Iperal values
convenience and reasonable pricing. Both shops prioritise customer experience, despite their
differences. Eataly offers a unique shopping experience and pleases, while Iperal focuses on daily
buying.
BUILDING MANAGEMENT SKILLS
1. What values are emphasized in this culture?
The culture at the clothing store where I used to work was characterized by an informal approach
and a strong emphasis on relationships. This was evident in the company slogan “We are
brotherhood,” which applies to both employees and customers. This slogan showed the company’s
commitment to creating a sense of community, both internally and externally.
2. What norms do members of this organization follow?
Despite the informal approach of the company, there were some rules to follow to maintain the
brand image. These included a specific dress code, a particular tone of voice to be used, and
guidelines for the store’s appearance. These rules were implemented in a way that did not change
individual behaviour, maintaining the company’s core values.
3. Who seems to have played an important role in creating the culture?
The founder of the company, with his deep experience in launching retail clothing chains, played
an important role in shaping the organizational culture. His background and approach to business
influenced the structure and culture of the organization.
4. In what ways is the organizational culture communicated to organizational members?
The organizational culture was communicated to members in a way that depended on the nature of
the communication. It could be direct contact with individuals, communication through store
managers, or messages to the entire store.
MANAGING ETHICALLY
1. Either individually or in a group, think about the ethical implications of using personality
and interest inventories to screen potential employees. How might this practice be unfair to
potential applicants? How might organizational members who are in charge of hiring misuse
it?
The use of personality and interest tests in recruiting could lead to biases since they favour specific
personality types, diminishing worker diversity. Furthermore, since it includes looking into
personal characteristics, this method creates privacy problems. There are also concerns that
these procedures may not consider fundamental job qualities, especially if recruiters prefer
applicants similar to them.
2. Because of measurement error and validity problems, some relatively trustworthy people may
“fail” an honesty test given by an employer. What are the ethical implications of trustworthy
people “failing” honesty tests, and what obligations do you think employers should have when
relying on honesty tests for screening potential employees?
Relying on honesty tests might be problematic since measurement inaccuracies may result in
trustworthy people being identified as untrustworthy. Companies must guarantee that these exams
are reliable and legitimate, and they must evaluate the whole applicant profile, not just the test
scores. To ensure honesty and clear communication in the recruiting process are essential even if
an applicant fails a test like this.
CHAPTER 4
MANAGEMENT IN ACTION
1. What is the relationship between ethics and the law?
Legislature is influenced by ethics, which reflect society’s ideals of right and wrong. Laws are
modified to reflect changes in society’s ethics. These ethical norms are represented in laws, which
are enforced by legal systems. Thus, ethics and legislation are linked, with laws often defining
popular ethical principles.
2. Why do the claims and interests of stakeholders sometimes conflict?
Stakeholder claims and interests often conflict because every stakeholder has distinct objectives
and opinions. Shareholders, for example, may prioritise profit maximisation, while workers may
demand greater salaries and improved working conditions. Differences in priorities may lead to
disputes since fulfilling one group’s interests could damage another’s.
3. Why should managers use ethical criteria to guide their decision making?
Managers need to use ethical standards in decision-making to guarantee moral and legal
conformity. This method creates trust among stakeholders, protects the organization’s reputation,
and motivates choices in difficult circumstances with complex laws. Ethical decision-making helps
businesses connect their activities with society’s ideals leading to long-term success.
4. As an employee of a company, what are some of the most unethical business practices that
you have encountered in its dealings with stakeholders?
5. What are the main determinants of business ethics?
6. Find a manager and ask about the most important ethical rules he or she uses to make the
right decisions.
7. Find an example of (a) a company that has an obstructionist approach to social responsibility
and (b) one that has an accommodative approach.
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