Management questions with answers

***** ** ORIGINS ** MANAGEMENT ********* ******* * ******* Ch ** What is management? **** these *********** ******* **** ******** ************ *** ************ ** *** activities of * ******** ** ***** ** ******* ******* objectives ********** ** ***** included ** * factor ** ********** ***** ***** ******** ********* *** money Management consists ** *** ************ ********* of ******** ********* ****** and ********** ******** *********** and ********* ** ************** ********* ** ***** ** ******* *** ********** ** that ****** ***** definition of ********** ***** ********* *** managers who have *** ***** and responsibility ** make ********* *** ******* ** ********** *** size of management can ***** **** *** ****** ** * ***** ************ ** ******** ** ********* ** managers ** ************* companies ********** changes can **** * *** **** ****** ** * board ** ********* ** ******* about restructuring ******* ***** **** someone from * ************* ******* ** **** it happen ***** people ****** cheap ***** shows *** ***** ** ******* and *** fact **** *** person ** ******* to **** ********* they ***** they *** *** ***** ** ********* **** * *********** ******* ****** over a ******* *** **** ** *********** ** ripe *** *** picking2 ******* the *********** between ************* *** ********** Give ********** ********** **** ****** ******* **** that ******** ** each of *** ********** ** management *** ********** ** ********** *** ************************** is *** ***** ** results **** the ******* ** ********* *** ******** Employees *** ******** who demonstrate ************* ** *** ********* help produce ************ ******* **** for ******** ** ******** who ***** *** sales floor If ****** ********* he’ll **** ***** consistently If ****** *********** ******* struggle to ******** ********* ** make a ******** Companies ******* ************* often ** ********** *********** reviews *** ************* of * ********* *** ** ******** impact ** *** quality of * *********** ******* ** ******* ***** ***** ******** a *********** ********** *** ******** ************ While ********** in the workplace ** the **** ** ***** ** do something ********* ********* *** ******** ******** ***** in the ***** amount ** **** ******** **** the ***** ****** of ********* possible ** ********* ******* time-saving strategies *********** ********* *** ******** take *** **** **** For ******* ******* * ******* ** attempting ** *********** more *********** ** *** ********** *** goal ** ***** ***** ****** than ******* letters ** **** ******** ********** *** ************* are mutually ********* * manager ** employee who's ********* ******* always ********* *** **** ***** Efficiency ********* ************ and saves both time *** moneyTo ******* ************* managers must **** *** initiative to ******* thorough *********** reviews ********* ** ************ ******** ******* ************ ********* ******** **** **** ** * point to ******* ************* *** ******* how an employee’s *********** ******* *** ******* ** * ***** ** ***** * ********* full ** ineffective ********* ********* **** **** *************** ********* ** ******* *** ********** ** the ********** ***** ** improve ********** employees *** managers *** often *********** ******* **** ****** ******* **** *** ** be ********* or ** *** **** *** necessary ***** ** perform ***** *********** **** ** ******* efficiency ******* ******* with ******** *** ********* ** ******* **** to ********* ********** ** *** workplace *** asking for ******** ** **** the ********* is missing For ******* * ***** business **** ***** ** ******** ***** ****** ******** ******** from ************* **** ********* ************ ** ********* *********** ***** is **** ********* ** **************************** ************** ******* **** choiceEfficiency is *** **** important ****** that is ********* by ************ in today’s *********** ** **** Strategic ********** decisions **** ******* ********** **** ** ** aimed ** ******** *** *** ** resources ******* ********** ****** *** ****** ***** ** reduce ********* waste *** ******* would ** * ********* ********** ******** ***** ** ******* ********** ******* ** increase productivity ***** ** ******** ** **** ******** Another ********* ********** ******** **** would be efficiency-oriented ***** be having ********** ***** an executive ********* ****** **** ****** ********* ********** *** each ********** Fayol Mintzberg *** **** studied and ***** about ********** *** thougheach ** * ********* way ******* *** ***** of each contribution *** ************* ** ************ ****************** is ********** to ** ***** *** **** influential contributors to *** modern concept ** ********** The ****** falls ***** *** Administrative ********** ****** ** thought ***** Fayol's ********* of Management ********** *** the ** ********** of management developed by the ***** *************** of ***** ******** ** **** ***** ************************* *** *************** ********* *** ************** go ******** ** ************************* ********* to ***** ***** ********** means sincerity about *** **** *** ********** ******** *** ****** *** instructions ** superiors *** ** **** faith ** *** ******** and programs ** the ******** ***************** ** Command: * *********** ****** take ***** from **** one **** *** he ****** ** *********** and *********** ** ********* of ********** ***** ********* **** **** *** one ***** ***** ***** **** ***** ******* on * ********** plan ** *** and ******** ** * single ********************* ** ********** ********* ** ******* **************** ************ to employees: ********* ** Fayol ********** *** ****** of ***** payment ****** ** **** proper and ****************************** *** ***************** ***** ****** be *** ******* ***** ** the ************ ***** ********* ******* ********* *** ******* ** *** the partsixScalar ****** *** ****** chain is a chain ** *********** from the highest ** *** ****** rankxOrder: According ** ***** ***** ****** ** ****** ********** *** ******* *********** of ******** *** social ******* such ** **** *** ********* ***** *** ********** *** employees ********************* *** ********* ** equality ****** be ******** *** ********** ** ***** ***** ** managementxiiStability ** ******* Principle ** ********* ** linked **** **** ****** ** ********* ** *** organizationxiiiInitiative: ***** **** principle *** ********** ********** provides an *********** ** its ********* ** ******* their new ***** experiences *** **** ********** ******* of ************* ** Co-operation: ** ***** to ******* *** **** ******** ******* ********** *** ***** ******* *** ** ** *********** ********** *** ********************* ***** ********* ********* ***** ********* ***** ** business ************ *** *** components that characterize *** ************* ***** *********** theory of ************** ********* **** ****** ************** **** **** **** *** ************ ********** illustrating *** ******** ***** *** performed *** **** *********** ** ********** ***** *** ********** ****** ** ***** Mintzberg **** ****** **** the manager's ***** into three ****** interpersonal information ********** *** ******** making ********* various roles **** ** serving as a ****** * spokesman and a ******** ********* *** into *** of ***** ***** ***** ** *********** Mintzberg theory of ********** ********* ** ****** ** Henry ********* does **** **** **** ****** ******** *** businesspeople as **** ** ** *** ******* ******* up ** **** **** *********** work *** help *** **** ** the ******* **** ** ******** ********** ** **** *********** ******* ******** ************* *********** about his **** *** ******* ************ ***** Mintzberg ********* * ***** ********** ****** **** ** ******** ** be practiced and experiential ***** Social ************ Katz in **** in his article” ****** ** ** Effective **************** ** ******* ******** thought about *** ************ ** ********** ****** *** ************ ********** levels *** result *** *** setting of *** ***** ***** of managerial skills and determination *** ***** level they are characterized:•Technical skills * ************ ********* ************ for ***** ****************** ****** - ************ ****** for all ****** ** *********************** skills - competencies **** * *********** ********** particularly *** *** management5 Describe *** key ************ *** differences ******* *** ****************** ********* ** ***** ********* and KatzMintzberg ******** his theory ** a result ** ******** ***** ** *********** ***** *** roles directly depict what managers ** He ****** **** ********* functions ***** *** ******** *** ****** **** ** ******** ** **** **** ******** certain vague ********** ** ********** ******* ********** 1971) As ** ******** *** ******** ** *** ******** ** ***** **** *** activities ******** ** ***** *** ** *** *** ***** ** ******** whereas **** ***** *** be simplified ** ** known ********** ** *** ** ********* functionsFayol’s focus on **** ******** ****** ** ** **** ***** ** ** ********* ******** Mintzberg’s ******** **** **** *********** ******** ** ***** ** *** ******* they ********** ********** ***** *** **** functions of management; planning commanding ************ and *********** These functions *** ** ******* *** ****** **** for *** future ********** ********* technique ********* ******** ********** **** *********** to ***** ******* *** **** sure that things ** ********* ** what **** *** **** *** ******** ** ***** to ******* ************* ******************* ** ********* ** *** **** ********** ** **** **** just ******** ********** ************ and controlling ** ** ****** ** ************* ************ and communicate with employees *** ********* ** ********* management ** the ***** ** ********** ** ***** **** ***** ***** ****** ************* Interpersonal and ********** roles ***** ********* of ******* disseminator ************ ********** ****** laision ************ ******** allocation *** disturbance *********** Fayol *** ********* ******** ********** in ***** own term Although ********** ** a ***** **** Fayol *** ********* *** their *** *********** to describe *** management ***** **** **** ********* approaches ** ********* *** ******* operation ** ** **************** believed that * successful manager would be sensitive ** *** ***** ** ***** ****** them **** *** ******* ** judge ********* ********* *** ******** *** to **** make ** ******** ******** on *** correct ****** ** ****** ** ***** *** Katz ******* human ****** into *** categories ********** ability ****** *** unit and ******* ****** ************* ************* *** ***** and final skill **** Katz ******** essential to a successful ******* *** ********** ***** ********* **** ** *** a ********* *** * successful manager ** ******* *** ******* ***** fundamental skills ***** ****** **** technical human *** ********** ** ***** **** *** ********** of **** skills ******** **** *** **** ** the ************ and *** ****** of ******** that was placed ** ********** ******************* 2: MANAGING ************** ********* ******* * ******* ** ********** *** ***** *********** *************** of organisational behaviour and ****** ******* for **** ** your answer ******* *** ** is ******* *** ********** be aware ** ***** orientations: **** ******** *** ************ job *********** *** organizational ************* satisfaction ** * ********** ** ******** and ******** feelings that ** ********** ***** towards his/ her job Example how ********* *** ****** ** ***** ***** *** ************ has ******** ** *** due to **** ******* **** ******* *********** ******** *********** **** *** job actively participating ** ** *** considering performance ********* to ************************ *********** involves identifying with * ********** ************ *** ****** ***** *** ******* ** ******** ********** in *** organizationManagers ****** ** ***** ** ***** ************ ***** ********* ******* *** more friendly and responsive and helps ** ***** long **** ************ ******* customers and **** **** *** help ******** *** productivity ** the organization2‘Instead of worrying ***** job ************ ********* ****** ** trying tocreate ************ where *********** ** ********** ******* *** ************** this statement *** *********** ************ *** * ***** ****** ** ******** performance ********* ******** ****** **** ******* ** retain **** ********** and **** out *** ************** ********* *** feel ****** ******* ** and *** ******** ** the organization *** **** willing to ****** in behaviors that ** beyond ***** ****** ************ ** ***** *********** *** ********** facing managers ** ******** generational differencesand ******** ********* in the **************************** may feel ********** to **** a **** ******* work ***** ***** at *** **** **** being ********* ***** the impact the diversity can **** ***** ***** ******** is ******** *** **** *** ***** ******** iiEmployment **************** ******* ******** ***** *** **** **** ***** ** bound ** ** friction from **** ** **** *********** training to help ********* learn *** to manage **** ****** *** get ***** **** ***** ****** can be very ********************* ****************** **** ***** another level ** ********* **** the *** **** employees *** ********** ** *** customers ** ********** ***** ** ** ********* ** deal **** ** *** notion that *** customer ** always right hence ** ******* * challenge ** ******** ** deal **** ************* the two ********** ** ********** *** the ********** ** eachapproach ******* *** ** ** important *** *********** ** be ***** of theseapproaches *** the ******** to ******** ********** **** *** ***** ********** is * ********* ******* People’s ********** *********** *** ********** *** largely *** ****** ** the ********* ******* **** *** ** ********** *** *********** **** receive *** conclusions **** ************** ** *** ************** ** *** ********* ** * ****** and ** ** not ** exact ********* of ***** ********** to ********** *** classical ******** *** system ***************** ********** ********* the **** of ********** based ** *** ******* **** ********* have **** ********** *** ******** ***** *** *** ****** ***** *** **** for *** ************ either does *** ***** ** *** important ** ********* high ************** ** labor *********** ******** making *** ****** maximization The ********** ** ********* ******** are: scientific administrative *** ************ ******************** management ******* ** *** **** way ** do a ***************** management focuses ** *** manager and ***** ********** ********************* ********** focuses ** *** ********** *** *********** with ************* ** rules ********** *** * clear ******** of ****************** ********** ********* for education *** ***************** ** ******* ****** principles *** ** pastexperiencesiiiFocuses ********* ** **** ******** ******** doivProvides ********** basis *** ********** practiceSystem ********** ** * collection of interrelated ***** ****** ******** ** ******* ** **** ***** exists ** *** environment It ** **** ******* ** * set of ******* working together **** relationships between the objects and ***** ********** ******* to **** ***** *** *** *********** ****** ***** ******** ******** the ********* ** *** ******* and ** ** not based ** desires ** *** group aloneDemeritsiBroader **** ********** and *** practicesiiOverlooks **** management ******** ********** *** principlesTOPIC ** GROUPS *** TEAMS ******* + ******* ** 91 ******* *** ****** ** **** ***** ** ************ in ********* **** ** ********* States *** Australia ***** ******** ******** ***** * **** ***** ******************* ********* use the **** **** ** either *** ***** ** the ***** **** ** ********** and ********* ********* ******** are ********** **** ********** team ** an ****** ************ can ** ******** to ** * **** **** ***** ******** *** overall ******* in ** organization’s ************ ** ********* **** ** USA *** ********* ** *** ********* ********* ***** ****** valuable ************** ********* **** ***** **** *** continuity ** staff *** ******* ** information -Enhance the ***** *** ******* ** ************ ** *********** ******* on *** **** ********** trust ************* **** lead to ****** ******* ** knowledge and ************* -Achieve ********** ******* *********** are ******* ******** ***** **** ******* accountable ** *** another *********** Combine *** ******* ** many *********** *** therefore ********** **** **** *** *** ** its ***** * ****** ** *********** ***** *** ***** **** people ** *** levels is valued- ****** *** ********* ******* ******* *** ******** **** ******* Provide a ******* and ***** *** ******** ************ ** ** ******* to complex ******** *** ****** * ******** new ***** and ******** * **** ********* **** ********* ******* **** ******* the organization´s ******** **** * ******* of ************* processes ********** *********** to ******* *** ******* ** *********** knowledge *** ********** * Create * ******* ***** ********** *** *** ***** are ********* *** ******* listen ** diverse points ** **** * ******** ******* ***** maintaining ** reducing the ********* ****** to do the job - Promote * culture **** ********* the status *** *** ***** for innovative **** ** ******* ******** *** ***** ***** * ******* *********** the **** and the ************* * ******* *** early ********** ********** ********* and *********** sciencetheorists ***** ***** to the increased use of ***** incontemporary organisations ********** ********** ******** ******** **** flows ** ******* ******** efficiency ********** ***** ************ ********* ********** ** scientific management include ******** synthesis logic *********** ********** **** ethic ********** *********** ** ***** *** ************ **** ********* Behavioral ******* ****** on *** notion that ******** will ****** ********** *** ***** ****** to ******* and treat ********* ** ********* ****** ** achieve ***** Management ****** a ******* ******** in workers makes them **** like **** ** * ******* ****** ******* **** in ***** ***** *** ********** can ****** group ********* ****** ****** ******* an explanation ** **** is ***** ** *********** and ********************* * **** ** ******** ********* ***** what ** considered ****** ****** behavior ** * ********** group or ****** **** ***** form *** ***** ** ********** ************ **** ******* ** * ********* have from **** ***** *** **** * key part in ****** ******* *** ****** ***** ** ******** * ******** ** *** ********** to ******* *********** **** ** the act of matching attitudes beliefs *** ********* to ***** ***** ***** *** ******** unsaid rules ****** ** a group ** *********** **** ***** their ************ **** ****** **** ******** ** ******* ****** in small groups ****** ******* as a whole and may result from ****** *********** ********** or ****** *** ***** ****** ************* *** ********** ****** group ******** ** the following **************** who ****** ***** that they ****** *** ********** a range ** ******** ********* consequences **** ** ******* self-consciousness ************* ***** and *************** upset ******************** activity ** ************* ** these ******** *** ***** ********** ************* and ************** thus ******** *** ****** ** sharing ** ********* *********** *** ******** making with ************************** may obey ***** ** ******* ***** own ************ ***** ****** ******** *********** ***** **** **** ***** ** ****** to norms because as *********** ******* ** the ***** **** ****** *** ********** of *** *********** norms *** ********* *** importance ** ********** ***** ********** ********** ** ****** ***** and ****** ** ****** ** **** ********* ******* perceive a ****** ** *********** *** *** ********* ** that position ********** ** *** or *** ******** ************ On the ***** **** for **** individuals small ******** **** ******* personal ************** ** **** ******* will ****** ** ************* ********** ** ***** ***** idiosyncrasy ******* *** ** earned *** if ****** ************ credits are ****** *** person *** on ******** breach ***** ******* *********** **** the group *********** *** ****** ***** *** ****** provide an acceptable *********** *** ***** ********* *** ***** ********* ********** *** *** experience **** ********** ******** *** lesser ***** ** ******************** *** ********** **** ******** face **** ******** global ***** Inyour ****** provide * solution *** ********** **** *************** ** clarityWhen ******* **** team ******* who **** different ****** ******* ****** ****** *** *** ******** ** *** **** ** *********** Add **** ***** *********** *** ************ **** ******* while ** conference ***** *** you start ** ******* *** ************* ********* ****** sink ** *** first **** ************* *** action items and *** ********* ** ******* Follow ** ********** ***** **** ***** ******* ************* of *** ******** ** *** ******* **** ******* ******** walked **** **** *** ******* **** *** **** *** takeawaysb)Slow ******** makingWhen there are **** * *** ***** * *** ** can **** ***** ** get * ******* ********* **** ***** *** ************ *************** *********** ******** *** ********* **** to **** ******** ******** * regular in-person meeting ** **** * **** ** boost **** morale *** ******** ************************* ******** ***************** predominantly ******* ***** ***** ** ********* to **** with ***** ****** and *** everyone ** *** **** pageRemedy: Never *********** ***** ******** *** ***** ** ******* ******** *** ****** ** misunderstood ** speaking **** ** the ********** in a one-on-one ************ *** *** **** **** ****** ** understand *** ******* *** *********** effectivelyd)Conflicting corporate ************ ******* ******* ******* ** ******** interaction *** **** bonding ***** **************** invest ** ******** ******** hire * ********** ** spend * *** **** *** ********** team for ******** training 5Discuss *** ****** ** ***** **** ** ***** ********* ***** cohesivenessand productivityThe ideal size ** * ***** group working ** * ****** **** is ** ******** ** **** *********** **** wish ** understand *********** ********* and those who **** ** ****** **** ********* **** ****** Research *** ***** **** ****** ****** generate **** accurate answers ** problems *** **** ****** ** ****** ********* *********** and ********* **** ****** ********************* *** **** ** ****** **** stress that ******* ******** between ***** members *** **** ***** ************ Individual ***** stressors *** reduce group cohesion ***** *** been found ** ********* group ******* and ********* *** ********** **** ******* **** ******* ******* ***** ***************** group **** *** * ******** ****** ** ***** ****** ***** cohesion *** ********** ********** ***** size ****** ******* how aware ***** ******* are ** one ******* affecting ******** *** ***** between ***** ******* As ******** is ******* ***** members are **** ****** to ***** ** ************ with ****** **** **** are **** ***** of ************** group size may **** it **** ********* ** ********** ***** member ************* *** *** ****** people’s motivations ** contribute ** ****** tasks **** ******** as ****** ***** coalition ********* *** result partly ******* increasing group **** ****** ***** members’ ****** ********* the ******* to ******* **** ********* ******** and ***** ** a reduction ** the frequency ** ********** **************** ** ********** COMMUNICATION Lecture * ******* ** 121Explain why ** ** ********* ** ********** *** different ************* ********** ************* **** people In your ****** discuss *** ******** tocommunication **** ******** **** ** ** aware ** when ************* ************** diverse teamsiUnderstanding ********* ************* ****** promotes ********** awarenessiiIt ********* self-esteem *** *********************** ** create **** *** ******* *********** ** ************** ** ************* that **** ** be aware ********* ***** ****** ii **** ********* iii ********** ****** *** ***** ******** ***** ** view ** Interrupts * Monopolizing2You *** * ******* *** is ****** to get support **** **** ********** *** **** **** ******** *** three principles ** communication ** **** ** **************** ******* *** ***** ************* ** communication include:1Aggressiveness * **** ** aggressive ** ********** of *** ******* ** ******** ******** shaking ******* and produce a **** ******* ***************** * **** ** passive by *** ********** ** **** ******** ******** ****** ** **** ******** *** me ***** ********** and self-conscious3Assertiveness; I **** be assertive by handling *** ********** ** *********** ** ************* ********* **** *** ******** **** communicating **** ** ************* *********** * ***** use ********** ***** and ******* ** ****** ** ********** myself directly and honestlyiiBeing consistent ** ** I ******* ******* ********* ** stating observations no ****** ** judgement4Describe *** foundations ** good ************* *** *** these ******* minimise toxic communications in *** workplace ** **** answer ******************* ************* issues ****** ************ communication **** ******* the ********* features;Be concrete *** ******* **** *** audience to picture ** minds *** ********* ****** ** carried *** **** ***** that communications ***** ********* *********** should **** beyond ******** ********** ** ******** ****** ***** with ******** ************ ******* visual aids where possibleFind *** ******** **** ** expressing **** values With **** new **** event ** ******* **** ways to tie it back ** * key company ***** *** ******* ** *** ***** ********** ******* the *************** * ****** ** ************* ***** ** ***** *** **** **** *** ********* ** get *********** ******* ************* ********** and the *** ** ** ********* *** ******** to ** able ** ******* ****** ********* ** ***** to *********** compete **** ***** ************* ************ ************* issues ****** ******** **************** **** and ****** **** supervising ***************** ********** *** defianceiiiBuilding dependency ********************* ** ***** him/ herself4)“’Silence’ *** ** * ******** *********** Describe **** characteristics of nonverbal ************* *** *** ***** *** assist ******** ***************** with othersCharacteristics ** non-verbal ********************* ** **** ***** ****** ** **************** and **** in agreementiiiRigid postureivSquints eyes *************** **** anxious; **** ******** **** doubtfulThese nonverbal **** ***** ** ******** the attention of *** ******** **** *** ******* ** ***** passed to ***** it improves ********* ************* among ******** ‘Ineffective ************* is *** ***** ** *** ********* ******* **************** ******* *** ***** **** to ensure ********* ************************** ******************** process ******** of **** interrelated steps or ***** through ***** ******** *** **** **** ****** to ******** The ******* ** ************* begins **** *** ****** wants ** transmit * **** **** ******* ** ***** information ** the ******** *** **** **** receiver’s ******** ** *** ****** *** main ********** ** communication ******* *** ****** message ******* receiver *** feedback ************* ******* consists ** *** ********* ***** steps1Developing **** ** the sender: ** *** first step the ************ develops ** ************** an **** to be **** ** is also ***** ** *** planning ***** ***** ** this ***** *** ************ ***** *** ******* ****** ** *********************** Encoding ***** ********** ** *********** *** **** **** * perceivable **** that *** ** ************ ** ***************** *** message: ***** ******** *** ****** **** * ******* **** can be transmitted ** *** ******** The ******* can be **** ******* ******** or ********* *** ******* **** people **** speech ** *** ******** **** ****** write a letter the ***** and ********* *** *** message; **** ****** ***** *** crying is *** ***************** the ******* ****** ** *** channel or ***** ** transmitting *** ******* to *** ******** **** *** sender has encoded *** into * message *** **** step is ** ****** * ******** medium *** ************ it to the receiver The medium ** ************* can be ******** writing ********* gesturing etc5Transmission ** ******** In this step *** ****** ******** ********* the ******* ******* ****** ****** ** *** ************* ***** *** ***** ** *** ****** *** with *** ************ ** *** ***************** *** ******* ** receiver: **** ***** simply ******** the ********* ** sender’s ******* by *** ******** *** ******* can ** received ** *** **** ** hearing ****** ******* *** ** ************ ******** ** *** ************ interpretation ** *** ********** message Here the ******** converts *** message **** ******** *** ***** ** analyze *** ********** ** ********* ************* *** occur **** **** **** the ****** and *** receiver ****** *** **** or similar ******** to *** ***************** *** final **** ** ************* ******* ** ******** ******** ***** receiver’s ******** to sender’s ******* It ********* *** ************* ** ************* It ******* **** *** ******** *** ********* understood *** ******* ******** ** *** ******* of ******* ***************** of ********* ****************** meetingIt ** ****** to *********** your ******* *** how *** **** ** **** **** via **** meetings ** **** **** ** ***** they will not **** **** what *** are ****** **** **** **** *** *** **** ** **** ******** ***** remains *** ** *** best ********** to *********** *********** **** * ***** EmailsIn official ******** ************* *** ***** ******* ****** ** will ****** you ** **** messages ** members of **** **** ******* ******* **** out ** ***** **** stations3 One on ********** **** **** **** ** ***** **** **** people understand ****** **** *** **** them ***** and talk ** **** ** a ********** ***** ****** **** *** ******** *** contact with **** ** enable the message ** sink *** *** ***************** people grasp messages ****** **** ******** *** ****** *** ******** ***** ************* **** ********* ***** ***** to *********** **** **** **** **** give them *** *********** ** ***** **** to ** if they aren’t clear ***** ******* ******* ************* *** TrainingYour ******** ****** ** ******** ******* communicating certain *********** ** your **** ******* **** employees take ******** ******* especially **** ****** **** ** ***** ********** ******* ********** and ***************** **** you ******* ********** and seriousness ** ****** that *** **** *** be taken for ******* When your **** ******* ****** *** *********** *** **** of seriousness when ******** ************* with **** they *** likely to treat *** *********** **** ******* or ********** Use ****** ******** ***** is **** ********* ****** ** ** same **** **** ** comes ** ********** Therefore ** ** ********* ** **** communications **** **** **** members *** ***** **** *** ** ****** ********** **** ambiguous ***** *** **** *** can ** ************* ****** ***** precious **** ****** ** ******* yourselfTOPIC ** ******** CSR *** ******* ********* ******* + ******* ** ** ****** * ******* **** of ************* discuss the ********* of ************** *** values ** corporate ****** responsibility ******** ********* *** ** a ****** ** influence ** ************** *** ****** ** ********* social ************** *************** *********** ****** *** *** ********** * ********** *** ******************** should ****** in strategic ************ whereby **** **** ******* ********* conditions and ******* ** life—and ***** ******************* should partner **** *********** *** ********** ******** ** ***** ****** ******** and psychological ******** ** society•Companies should **** or ****** *********** ************ ** *********** ********* ****** to ******* the ***** ********* that business *********** ** *** ********* business ******* ** ************* ******** ****** and operating ** the ****** interest • ** ******* the ********** *** rationale ********* **** ** **** *** ********* and punitive legislation/regulation *** *** cost ** **** ******** • ** ******** organizations at ***** *** a ***** ****** * ****** *** can reduce various ***** such ** ********** *** ******* punitive ******* *** ** ********* *** ********** ** *** part ** *********** *** governmental ******** **** **** **** *** ******* they **** ******* **** *** ************* a ******* which ************ ********* Secchi ********* three ******** ** ********* ****** ************** (CSR)Describe *** *********** between the ***** ******** and give ** example ************** there *** ***** *********** approaches ** ***** *** ***************** ********* ****** ************** (CSR) the triple ****** line *** *********** *************** Social ************** (CSR)The ***** corporate ****** ************** has *** meanings ***** ****** * ******* **** for *** ****** ** *** *********** **** emphasizes **** *** ************** ** make money and the responsibility ** ******** ********* **** *** surrounding ********* ****** ********* ****** ************** is **** * ******** ********** ** **** ************** to ****** ***** ******* a **** in broader ********* ** community ******* ********* ****** ************** ***** is ******** ** **** **************** ******** ************** to make money ******** ** ****** economics **** obligation ** *** business ******* ** *** ***** ******** instinctiiThe legal ************** ** ****** ** rules *** regulations **** *** ******** this ************** is not ******************* ******* responsibility ** ** what’s ***** **** **** not ******** ** the letter or ****** ** the lawivThe philanthropic ************** to ********** ** society’s ******** **** **** ********* *********** ** *** ********** businessThe ****** ****** ******* ****** ****** **** ** a **** ** corporate social ************** ********* **** ********* ******* ******** bottom-line results *** only in ******** terms *** **** in ***** ** company ******* ** the ****** ***** and **** ******* ** *** *********** ***** *** two keys ** **** **** ***** *** ***** ******* of responsibility must be kept separate **** ******* reported ************* *** **** ****** ** *** ***** of these ***** the ******* ****** ****** *********** ******* *** ****** ** sustainability ** **** ******** ** the ************ ** ****** *** ********* sustainability ***** the ********* *********** ** **************** ************** ****** long-term ********* ******** **** more ******** ********** profits ** ****** how *********** sustainability ****** ******* ** people’s lives *** *** *** ** ******** **** ***** ******** **** **** ******* ********** to ****** opportunity *** wealth ********* *** ******* ** ** **** ** ****** ** *** ***** ************* ********* **** ***** ask ************************ ************** begins **** the *********** **** ******* resources ********** the *** ******* *** ******* the clean *** ** ******* *** *** water ** ***** are ****************** ***************** theory ***** *** been described ** ****** ******* and ****** ** *** ****** ***** ** corporate ****** ************** ******* of ******** with * business *** ******* *** **** the world ** *** what ethical *********** are ***** *********** theory ****** in *** ***** It ***** *** ********* ***** *********** and ****** who **** ** ******** ** *** ******* the *********** ******* and **** ******* *** ***** ********** ****** ** *** ************ “What ****** ** they **** **** ******* ** *** *********** *********** and ******* kind of **************** and *********** *** **** *********** ****** ** * ********** business?”The ***** ****** of ************ *** blurry In an abstract ***** ****** probably **** **** everyone in *** ***** counts ** * *********** of any serious ******* ******* ** ** *** ******* *** **** *** *** ******* the global ******* ** so ******* ****** **** ********* ***** ** * ********* ** a small **** ** the **** ***** can *** up ******* ******* in India *** job *** *** effects **** ******** *** from there **** * ******** *** ** ************ surrounding ** enterprise *** been ******* *********** ****** may ***** *** ******* of *** **** underneath this ****** ** ** ******** ****** on * ********** bottom **** with ****** defined not ** ***** but ** human welfare The ********** bottom **** ** *** summed ****** ** * company’s ******* on *** ************** Discuss how ‘corporate ****** ***************** ***** ******* and the *************** on *** ***************** **************** evident in ************************************* *** directors of companies **** *** ** extremely ********* *** **** ******** ******* *************** ***** *** ********** ****** money *** **** ********* **** been ***** ********** the highest ***** ******* *** **** ********* *** ******** the largest profits ** *** ethical questions they’ve been ******** ****** *** ***** ********** ** ********* *** ********* central ******** which ********** ** ** profit **** their ********** ************ *** ***** ** ******** ****** *** ****** ********* conflicts *** dilemmas erupting ****** *** company ** ****** *** ** **** ******** ** *** ** *** very *********** economic world In ****** ************* in *** early ***** **** ******** ******* *** ways ** ******* * ******** ****** *** ** *** ********* depiction ** the ****** ****** ** **** ******** At *** ********* ********* ***** and ***** for * ******** got decided ** ******* and ******* ******* *********** ************ *** **** ******* ** **** ***** and ******** ** ********* only ***** **** ******** *** ******* ******** **** ******* Travolta to ****** *** chance ** sue ************* W * Grace *** poisoning the land **** ***** ****** and *** destroying *** ***** ** ******** ****** **** *** ***** of ************* Over the ****** of the ***** however Travolta becomes attached ** Woburn’s ***** *** the ****** **** ** fighting *** * clean *********** ** terms ** ******** ****** ****** not ********* ** interpret ************ transformation from * businessman ****** care ** *** ****** line ** *** ******* ** * ******* ****** of ****** ************** In terms of corporate ****** ************** ******** **** ** believe that his *** ** *** *** ******** ****** ********* *** to ******* *** ******** ************** ** **** ***** *** the firm ** suing for ********* ******* while **** acting ******* ** ***** ** *** triple ****** **** of economics ******* *** the *********** ******** **** ** ******* that *** *** ** *** *** ******** leader obligated *** to **** account ** *** do **** in all three ***** ** ***** ** *********** ****** ******** **** ** believe **** *** job as *** *** ******** ****** ********* *** not only to **** *** *** ******** ****** *** **** to **** ********* **** ***** *** would ** affected ** the ******** actions4 ** ***** ** corporate ****** ************** ***** ******* *** ****** *********** **** ******** actually have on ** **************** success ** failureA company’s organizational structure ** the ********** ** **** ****** *** design task ******** business ***** employee ********* employee ******* ********** *** ******** ******** ** * ****** *** *********** *** of ********* *** ******* relationships Strategies resources ********** and ***** *** ******* ** ******** **** implementing a ********* ** good ******* ****** *********** ** *** ****** concerned ** the ************** **** ******* **** a *** of thoughts **** ****** ******* ********* ** ** ** ******* ************ ** ** ************** good ******* ** *********** *** the ******** performance5 *** *** * manager developing * *** (corporate ****** ************************ *** *** ************ ** **** ************ ******** **** ************ components **** *** manager ****** consider when ************* ************************** your ************ ** is ********* to ******** *** ******* ********** ************ within * stakeholder organizationiiPrioritizing ** ** ************ by ******* **** and *********** **** **** power **** my **** and ** their ******** in my workiiiCommunicating ** ensure intended ******* ** ********** *** *** ******* response achievedivUnderstanding ** *** ************ * ****** know *** **** to ****** **** ** my ******* and *** best ** *********** **** ********* ** ********** ****************** with ******** **** a manager ***** **** ** know when ***** *********** *********** ********* using Fiedler’s *********** model a ******* ****** **** *** **** ** ********** ***** This ** ********** ** ******* ** ** *** ** * ************ oriented ****** ** * task oriented leader This ** measured ***** *** Least ************ ********* scale ***** *** takes *** person **** **** least enjoyed ******* with *** rates *** **** they feel about **** ****** using a variety ** factors These factors ******* the **** ** ************** ************** ******** ********* *** many ****** *** ******* should **** ******** *** situational ************* ** his ** her ***** situation which ******* ** ***** different ******** ******* ****** relations the **** ********* and *** manager’s ******** power2All managers should ** leaders *** *** *** ******* ****** ** ******** ******* this ********* *** ******* **** argument **** examples ** **** answer explain the ************* **** ***** **** organizational ******* *********** manager is * ****** *** *** ****** ***** of experience ** *** ******** **** he *********** in *** does things *** **** *** **** have **** **** **** the ***** ** ** appointed ** **** *** ******* ***** *** ***** ** as **** ****** ** ******** ** **** *** **** ** have * ******* *** **** ** is ***** ** **** ** ** **** ********** ***** * ****** however ** a ****** who *** * ***** ********* ** ****** and ******** them and builds **** ** ****** according ** *** ***** ******* make ********* to ***** ****** ** ***** every decision *** manager ***** ** the ******* is ** ********** to **** ****** ***** ******** *** ** **** ** ** systematic ** their **** while ******* *** more like ******* ************** ******* ****** ********** when **** ******* make ****** ****** *** organizations **** are in ****** ** Great ************** ******* should be *************** **** **** ** with ideas **** are in line with *** **** ******** ***** **** ****** **** ***** market ****** *** *** type of ********* ** ****** ***** time they have * *** ********** ** *** ******* ** ************* that make ****** ********* ********** ******* **** ********* ********** *** ************ *** understanding behavioral ********** theoriesThe ******* in ***** ************ **** ** alternative ***** **** ******* **** ********* **** ** everything in ***** ********** ** make ****** **** **** go out ** ***** *** ** find *** what works *** *** company *** ** ******** ** **** **** **** to **** ** touch **** *** ****** They ********* make ******** as **** ** ********** *** they have ** quickly **** ** with a *** ** making ** for *** ******** ********* ** *** behavioral ********** theories whether *** ** * task ******** leader or a ************ ****** they *** ** *** **** **** *** ** **** *** ****** ***** **** ** because a relationship ****** **** ** **** ** ***** to **** sure **** *** workers and the customers are satisfied while *** **** ******** ****** will make **** ********** ** **** within the **** ***** ** *** ** ** **** ***** *** ** ***** ****** **** things ****** ** *** ****************** on **** ********* ** the conventional ****************** approaches ** ********** ******** ********* ***** ******* ***** ** **** answer explain *** ********* core ********** ******************** ***** came ** **** his ***** ******* approach **** ** observed *** ********* ******* gained *** ******* *** commitment ** their followers He ***** *** that ***** ******* ************ ** ***** areas **** *** ******* of *** ***** needed *** ***** ***** ******** the **** team *** ********** *** task ***** included ******* * ***** goal *** ********** and ************ *** ********** of *** ******* *** **** needs included things **** ********* ****** *********** shared **** and ************* ****** *** **** and **** ***** teams Individual needs varied **** ****** ** person but these leaders **** attention ** *** **** ********** behaved5Bass *** ****** developed * ***** ** transformational ********** ******* *** *** ******** ** *** ***** ********* what is meant ** *** **** ******************* Leadership’Transformational ********** ** * type of leadership ****** ***** *** leader ***** ******* **** *** ************ ** ******** the ******* ***** that need ****** he **** ******* a ****** ** lead them ******* the *********** *** ***** ***** ** executing ***** changes **** *** ********* ******* ** *** ***** ********* ** **** **************** ********** ******** ******* ******* **** ** appealing ** *** needs ** ********* ******* ********* ** moral ********* ************ ********* ********** and many ****** ********* ********** ********* of **** components commonly ***** as *** 4I’s ***** ******** ********* ********* ***** *** ****** **** ** * **** model to the ********* ************* ********** where *** ****** ** **** ** inspire *** ** *** ********* ************** ************* where the leaders *** ********* concerned **** *** ***** of *** ********* *** ******* ************ *********** ***** the ****** ***** *** ********* ** ** creative **************** ********** ** **** to ** * ******* **** the ******* *** *** ********* ******** **** other to greater levels ** ************* ** ******** STRATEGICALLY1‘The ******* ***** of ********** * *********** ********* is ** ****** ****** ** *** *********** **** your *********** do’ ********** discuss this ********* ********** *** ************ for *** ************ *** *** benefits of managers understanding the ******** ********* management ******* The ******** ********* ********** process ** ************ ** ******** ** ** ***** them **** ***** ** *** ***** ********* *** ***** **** ******** *********** *** **************** ******* ***** *** ******** ** ** ******* ********* ** ******* step 6 ** the ******* ***** ***** the ******* ********* whether ** has **** **** ** achieve the goals **** 3 ******** analyzing *** ******** *** the ******** environment The ********** ****** **** ********* ********** *** **** sure **** *** ******** Finally step ** ** ***** ********* what the ***** ************* *** ******* what **** *** ** ** *** the **** ** ******* that could affect ***** ********** This ********* ***** **** **** ***** ** *** *************** **** **** been ********* as a ********* ******* ** **** ******** *** *** *********** *********** ****** a ***** ******** ** ** ************** ******** ******* the *** features ** **** approaches *** ** what circumstances *** ***** ***** **** ********** ************ ***** that ***** ** * ********** ******* the organization’s ********* ******** *** *** *********** In macro analysis ** focus ** the analysis ** *** ***** *********** *** ***** environmental forces that ****** *** ************* *** political-legal social technological *** economic ****** ******** ** *** *************** forces ******* the ******* ** ********* legislation *** *** ********* **** ** ******* ******** The political ***** affects *** way ** ************ ******** ** ***** ** taxation privatization *** *********** *** ******** ****** **** to the ********* ** ***** *** ************ ** ********* The ******* the economy ******* ****** organizations ** ***** ** ******** rates inflation monetary ****** balance ** ******** *** *** **** ****** Technological ****** ****** the way ** ************ ******** ********** in this ****** *** **** ****** * *** ** technological ************ Technology can change *** demand ** an organization’s raw ******** ** ******* Social forces *** ********* of ******** *********** ********** *** values These ****** ****** customer ******** ***** organizations can use ***** ** ********* ***** goods *** neededOrganizational ******** ** *** ******* of ********* *** **** *********** ** ** ************ ** ** ****** ********* **** * company ** ** ************ ** undergoing ****** **** ***** system ** ******** ** **** the ********* *** *********** *********** **** just **** appointed as the ********* manager ** **** ******** *** re *********** *********** ****** an ********* ****** ******** or *** ************** analysis Discuss *** *** ******** ** **** approaches and ** **** ************* you ***** ***** each ********** ********** ******** ** *** ******* of ********* the ******* ********* *** *** ****** prospects ** * given sector of *** ******* ** ** ****** used by ********* ** ** ***** information ** *** **** * ***** ** ********* *** expected ** ******* while ************** analysis ** the ******* ** ********* *** work *********** ** ** organization It is mainly ********* **** a company ** an ************ ** ********** ****** **** ***** ****** ** analyzed to **** *** ********* *** inefficient ******* In **** ** ************ ** ********** investing * ******* ****** ** ***** **** ****** analysis is *********** *** **** an ************ ** ********** ** ******* *** **** ** ***** ** better ** ******** ****** **** an organizational ******** ** recommended4Discuss *** ***** **** could be applied by ******** **** ****** a ********* ******* ******* which **** ***** ** **** ****** ** **** ********** ******* *** use **** (Strengths ********** ************* *** Threats) ******** ****** to analyze the ******** ********** opportunities *** *** ******* **** a ******* faces ** ***** * ******* ** ******** on *** ********* minimize *** ********** use *** ************* ********* *** ******** *** threats *** ****** should **** **** ********* based on ********** Managers ********* **** principled decision ****** to manage ***** *** ********* *********** *** ********** ******* risk ********** problems ********* ******** **** to principled decision ************** how ************* *** ******** ************** of practice’ *** contribute ********* ***** ** ************************ ** ******** *** * group ** people who ***** * common ******** ** * certain topic and ****** ** ***** **** ** they ******** ********* **** * ********* ******* ** **** * management ****** *** ***** it a ******** interactive ******* **** * *** of ******** strategic ***** and ***** *** **** from the ******* ** *** community Their ******** ** **** ** *** investment matters *** advice ** ******* ********* ***** *** **** **** to *** **** ***** ********* **** ******* ** **** contribution **** various ********** on the ******* matterTOPIC ** ORGANISATIONAL ******** ******* * ******* ** ********* *** contingency ******* **** affect ************** **************** ********* structure ******* strategy because ************** ********** *** ***** to ******* ********** ** ************ the ************************ *********** *** ** ****** ** decision ****** *** ************ *** ********** of ****** ********* ** ** ********* or unpredictable *********** An ******** *********** that ******* ******* *** is **** predictable *** *** ************* **** ************ must be **** ** adapt ** ****** for ***** it ***** to ** flexible and ************** ************ needs greater ************ among ****************** ** *** ************* *** number ** ********* working ** ** ************ ********* *** size ** ** ******** **** ***** ************* ****** structurally **** ***** **** in terms ** division of labour rules *** *********** performance ********* *** ********* *********************** **** **** ** ********** ** **** to ******* *** resources **** ******* ** ***** ************ ********** ******** *** ********* ********* **** procedures *** ********* **** ******* *** ****** **** ******* *** ********** **** ** manufacture *** ******** ******* *** **** ** *** ************ *** *** production systemvAge ** the ************* **** age; ** ************ ************ ************ ******* ********** *** regulations Like ****** organisations ****** ******* stage ** **** ***** *** ***** ***** ******* *** ******** In *** ***** ***** *** ************ created ** the entrepreneur ** ******** **** ** ***** *** ************* ******* *** similarities *** differences ******* **************** factors and‘objective’ ********** *** ************** ******** **** examples ** ************** ******

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