Write a personal reflection essay (1500 words) using the attached notes. Reflect on how the core principles of management—planning, organizing, leading, and controlling—apply to your personal experien

Sep 5 Managers - Coordinating others' work activities. First line Managers - Manage work of non -managerial employees Middle Managers - Set of managers' report to you Top Managers - Executive leadership (Pres, VP, CEO) Where do managers work? - Organizations Functions, roles, and skills of managers - Efficiency and effectiveness Management Functions - Henri Fayol (popular in management and psychology). Founded POCCC (plan, organize, command, coordinate, control). Management Skills - Conceptual skills - Human skills - Technical skills The evolving nature of manager’s jobs - Adaptability - Innovation - Sustainability - Customers - Social media - Employee Why study management? - Management is needed in: o All organizational areas o All organizational levels o All types of organizations o All sizes of organization Recap: - POCCC is most useful for conceptualizing a manager's job. - The changing nature of organizations has led to workers jobs now including managerial activities. - The importance of studying management can be explained by looking at the universality of management, reality of work, and the rewards and challenges of being a manager. Sep 10 Management Theories - What is theory? o An idea or set of ideas that explains facts. Traditional Management Theories - The owner of the Sep 12 The Organizations Culture - Culture is a perception - Culture is descriptive - Culture is one more thing idk Dimensions of Organizational Culture Strong vs Weak Cultures - Strong: o Advantages ▪ Employees are more loyal ▪ Leads to high organizational performance o Disadvantages ▪ Prevent employees from trying new approaches - Weak: o Advantages o Disadvantages The organizational environment - External environment o The forces and institutions outside the organization that potentially can affect the organizations performance o Components of external environment: ▪ Economic ▪ Demographic ▪ Political/legal ▪ Sociocultural ▪ Technological ▪ Global Recap: Sep 19 Sep 24 The context of entrepreneurship - Creative destruction - Entrepreneurially alert - Small business Entrepreneurship vs self -employment - SE: work independently and assume full responsibility for your business. - Entrepreneurship: SE plus the creation of a business venture with the aim of growing Why is entrepreneurship important? - Innovation - Number of new start -ups - Job creation - Global entrepreneurship Timmons model Start -up and planning entrepreneurial venture Elements of a business model Reaching a Venture’s Feasibility - Generating ideas - Evaluating ideas - Researching competitors - Researching financing Midterm question in the slides, answer: Scalable model Planning a Venture: Developing a business plan Organizing and entrepreneurial venture - Five organizing issues Leading an entrepreneurial ventur e Controlling an entrepreneurial venture Sep 26 Ideas for group project Canadian companies: - Shopify (Ecommerce) o They allow businesses to create online stores o Challenges include increased competition and market saturation o Additional issues include, changing consumer preferences and advancements in technology - Canopy growth corporation (Cannabis) o Regulatory changes and market fluctuations o Additional issues include, rapidly changing regulatory issues and consumer preferences Internation companies: - Tesla o Production capacity issues and increasing competition o Managing supply chain difficulties and expanding production - Volkswagen o Figuring out electric vehicles and dealing with past emissions fraud o Competition in eclectic vehicles and upholding brand reputation ▪ Cars could detect when they were being emissions tested and operated to a lower emissions standard. 11 million vehicles. Lecture begins Responsible and ethical management - Socially responsible management o Evolution in interpretation ▪ Classical view (Social obligation) ▪ The socio -economic view (Social responsiveness and social responsibility) - Coporate social responsibility (CSR) and economic performance o A business model where companies integrate social, environmental, and ethical concerns into their operations and integrations with stakeholders o CSR Stages ▪ Stage 1-4 - Sustainable management practices o Managing for sustainability o Approaches to sustainable management (Will be tested on) (Environmental sensitivity ▪ Legal approach/light green (Low) ▪ Market approach (Low -mid) ▪ Stakeholder approach (Mid -high) ▪ Activist approach/dark green (High) o Managers and ethical behavior ▪ Ethics: principles, values, and beliefs that define what is right and wrong behavior ▪ Ethical dilemma o Values, ego, strength and locus of control ▪ Values: basic connections about what is right or wrong on a broad range of issues ▪ Ego strength: A personality measure of the strength of a person’s convictions ▪ Locus of control: A personality attribute that measures the degree t o which people believe they control their own life o Factors influencing individual ethics ▪ Issue intensity Oct 1 Innovation, adaptability, and change - Wicked problem: Problem which is impossible to solve because each attempt to create a solution changes the understanding of the problem. - Disruptive innovation and sustaining innovation - Why is disruptive innovation important o Drive industry growth o Increases accessibility o Encourages competition o Improves efficiency o Fosters adaptability - The change process - Two views of the change process: o The calm waters metaphor ▪ Unfreeze status quo ▪ Change ▪ Refreezing into new status quo o The white -water rapids process - 4 types of change o Strategy o Structure o Technology o People - Resistance to change - Techniques reducing resistance to change o Education and communication o Participation o Facilitation and support o Negotiation o 1 more idk - Stimulating innovation and adaptability o Creativity o Innovation o Innovation and adaptability - Concept of design thinking o A human -centered problem -solving approach that emphasizes creativity, empathy, and iterative testing to develop innovative solutions. - Managing employee stress during change o Personality types (manager types) ▪ Type A: • People who have chronic sense of urgency and an excessive competitive drive. ▪ Type B: • People who are relaxed and easygoing and accept change easily. - Strategic management o What managers do to develop the organization’s strategies - Strategies o Plans for how an organization will do what it’s in business to do. A business model comprises of making value products for your customers and seeing if you can make money doing so. Strategic management consists of the decisions and actions that determine the long -run performance of an organization. Strategic plans should be incorporated in any company, big or small. Mintzberg’s 5 Ps of Strategy: EXAM QUESTION - Plan - Ploy - Pattern - Position - Perspective Strategic Management Process: (Need this for exam) - Goals change - Missions are relatively constant In group project, incorporate the things on the strategic management process slide. Ways to implement strategy: - Leadership - Structure - Human resources - Control Types of organizational strategies - Corporate level - Business level - Functional level Creating strategic competitive advantage - Quality - Design thinking - Social media - Big data Sustaining competitive advantage Choosing a competitive strategy 1. Patterns 2. ploy 3. Position 4. plan 5. Perspective Current strategic management issues - Important: Strategic Leadership o The ability to anticipate, envision, maintain flexibility, think strategically, and work with others. Oct 22 MIDTERM: - 20 MCQ o In class questions (15 of the 20) - 8 Matching o Watch out for text highlighted in red Understand 3 levels of managers we have - Middle - Low - Top Henri Fayol's management functions - Planning - Organizing - Controlling - Whatever the other ones are Mintzberg’s management roles - The 10 roles o Interpersonal o Decision making o Third one 2 types of management - Symbolic and omnipotent view Change and adaptability (rapid waters) Global stuff - Ethnocentric - Geocentric - Polycentric When a business chooses to go global Desireable skills entrepreneurial - Ability to take risks Managing sustainability - Legal (What the law says) (Light Green) - Market (Focus on customers) (What is right for them) - Stakeholder (Meeting expectations of employee, stakeholders, giving back to the community, suppliers) - Activist approach (Highest level of environmental sensitivity) (Dark Green) Stages of moral development - Pre -conventional (Punishment or what people will say) (Break the law) - Conventional (Responsibility, it is the right thing to do) (Regardless of what people will say) - Post -conventional (Highest level of moral development, to advocate for what is right) Cycle of change - Definition of adaptability - Innovation o Disruptive innovation o Sustaining innovation - Wicked problem Personality type - Type A manager o Chronic sense of urgency o On time o Sometimes drive team members crazy because they are a source of stress - Type B manager o Easy going o Accept change easily Departmentalization and elements of organizational design - Functional - 4 more - Question or 2 on this Communication - 1 or 2 questions on this - Same one as in class Chain of command Span of control Centralization De -centralization Coding Decoding Jargon (In communication) Skills - Technical - Conceptual - Human Compet itive advantage Design thinking Disruptive innovation - When something comes in and disrupts how things were previously done Evidence based management Glass ceiling Glass cliff Grape vine (Communication) - Unofficial rumor route Rule of thumb - Just how things are done Scalability - Profitability Growth strategy (Understand this as a concept) Horizontal integration