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Management 200

1) What are the seven challenges for managers in the 21st century? Which two are most challenging for BBBS? How is that evident?
1. Managing for Competitive Advantage
2. Managing for Diversity
3. Managing for Globalization
4. Managing for IT
5. Managing for ethical standards
6. Managing for sustainability
7. Managing happiness and meaningfulness
At BBBS – Managing for ethical standards and diversity
2) Define the four management functions. Assess Chet Craig’s effectiveness with regard to these four functions. What specific suggestions do you have for how he can improve?
1. Planning: set goals and decide how to achieve them
2. Organizing: arrange tasks, people, and other resources to accomplish the work
3. Leading: motivate, direct, and otherwise influence people to work hard to achieve the organization’s goals
4. Controlling: monitor performance, compare it with goals, and take corrective actionChet didn’t plan for long-term so he automatically wasn’t following the process.

3. What are the three skills that exceptional managers need? Explain and give an example of each one. Which is most important and why?
1. Technical Skills- the job specific knowledge needed to perform well in a specialized field
2. Conceptual Skills- the ability to think analytically, to visualize an organization as a whole and understand how parts work together
3. Human Skills (Soft Skills): the ability to work well in cooperation with other people to get things done, ability to motivate, to inspire trust, to communicateHuman skills are most important

4. MBO – Pretend that you are teaching a class and explain MBO (60 seconds), including the name of the person who created it. After that, explain the four steps in the MBO process and the three things that have to happen for MBO to be successful? What is the purpose of MBO? Relate MBO to the Case of Missing Time. Use specific examples to support your answer.
Management by Objectives
Peter Drucker
Purpose is to motivate not control employees
1. Managers and employees jointly set objectives for the employee
2. Managers develop action plans
3. Managers and employees periodically review the employee’s performance (feedback should be given and objectives should be revised)
4. Manager makes a performance appraisal and rewards the employee according to results (at end of 6 or 12 months)Three things that must happen
1. Top management must be committed
2. Must be organizational-wide
3. Objectives must cascade

Case of missing time: Chet didn’t set objectives for team and didn’t action plan

5. List and explain the three benefits of planning. What observations do you have about how your sponsoring organization realized these benefits? Or, what were the missed opportunities? Discuss how your team used the lesson learned from the article “Performing a Project Premortem” to improve your planning process.
1. Provides direction and momentum
2. Encourages new ideas
3. Develops a sustainable competitive advantageBBBS maintains plans to make sure their resources aren’t being misused or wasted.

From the article we learned to make a detailed plan.

6. Explain the different types of planning for the different levels of management. Include the typical time frame for which each plan is created.
Strategic Planning: Top management uses mission statement and values to determine long term goals for the next 1-5 years. Requires visionary and discretionary thinking.
Tactical Planning: Middle management takes strategic priorities and policies from top to determine what their departments can contribute with resources during the next 6-24 months
Operational Planning: plans from middle managers are passed to first-line management for them to determine how to accomplish specific tasks w/available resources. Time frame= 1-52 weeks.
7. Define the components of the acronym SMART in goal setting. Provide a specific example of a SMART goal and demonstrate that it meets all criteria.

Specific, Measurable, Attainable, Results-Oriented, Target Dates

We want to collect 2,000 pounds of items and fill 75% of the donation truck by the end of the collection drive on May 10th.

8. What is the planning/ control cycle and how does it apply to your service learning project.
1. Make the Plan
2. Carry out the plan
3. Control the direction by comparing results,
4. Compare the direction by taking corrective action by either a) correcting deviations or b) correcting future plans
9. Explain the five conflict-handling styles managers use to resolve conflicts in teams. Under what circumstances is each style appropriate? Give examples of three instances when you used any of the three styles in your team. Which conflict handling style was used by Christine in “The Case of the Forgotten Group Member”?

Avoid Fu*king Chicks At Parties

1. Avoiding – Let’s do it your way
Appropriate for: Trivial Issues
2. Accommodating – Let’s do it your way
Appropriate for: When it’s possible to eventually get something in return or when it’s not important to you
3. Forcing – We have to do it my way
AF: When it’s not important for the other to be committed to your viewpoint
4. Compromising – Both parties give up something to get something
AF: Both sides have opposite goals or possess equal power
5. Problem Solving – Reach win-win solution
AF: Complex issues plagued by misunderstanding

10. Name the nine major considerations when building a group into an effective team. Briefly, describe what a manager should do in each area. How have you used at least two of these considerations to ensure that your service-learning group is developing into a high performing team?

Cooper trusts cohva pretty much since roleplaying Narnia girl

1. Cooperation
2. Trust
3. Cohesiveness
4. Performance Goals and Feedback
5. Motivation through mutual accountability
6. Size
7. Roles
8. Norms
9. Groupthink

We built trust through offering support for assignments and showing respect during the curriculum writing process. We give feedback on performance through going over the weekly peer evals.

11. Describe the stages of group development. What should the leader do to facilitate each? How did this work in your team? In “The Case of the Forgotten Group Member”, why was Mike considered a better team member than Janet, even though Janet completed more work than Mike?
1. Forming
2. Storming
3. Norming
4. Performing
5. AdjourningMike is considered a better team member than janet because he was present for the norming stage

12. Explain the three principal kinds of conflict and give two examples of how each one may occur.

Personality Conflicts – when people’s personality clash and when there is pressure of time

Intergroup Conflicts – goals are inconsistent and when job boundaries are unclear

Multicultural Conflicts – when companies or teams merge to do cross-boarder joint ventures or when companies work in many different countries

13. What are the five basic behaviors to help you better handle conflict? Explain each one.

Only eight eggs support prostate

1. Openness – state you views openly and honestly
2. Equality – treat the other’s status and ideals as equal to yours
3. Empathy – try to experience the other person’s point of view
4. Supportiveness – let the other person know you want to find a resolution that will benefit both
5. Positiveness – express your willingness to find a solution and be positive about the other person and your relationship

14. Identify and explain the nine symptoms of Groupthink. What symptoms of Groupthink have you observed within your group or sponsoring organization? What recommendations would you make as to how Groupthink could be mitigated or avoided?
In Russia many strippers put sausages up manginas
1. Invulnerability – provides reassurance against risk or danger
2. Rationale – rationalize against warnings
3. Morality – believe unquestioningly the morality of their group
4. Stereotypes – could belueve the group isn’t worth negotiating with
5. Pressure – pressure is applied to anybody in the group who may disagree
6. Self-Censorship – people keep quiet about any doubtful feelings
7. Unanimity – people assume unanimity, especially if some remain silent
8. Mindguards – they protect the group from outside influences
9. Groupthing vs the wisdom of the groupAllow criticisms and other perspectives, play devil’s advocate when possible

15. Becoming the Boss – According to this article, what are the five myths and realities? For each of the five realities, discuss the strategy to manage effectively and give an example.
1. Defining characteristics of the new role
Myth: Authority. “Now I will have freedom to implement my ideas
Reality: Interdependence. “It’s humbling that someone who works for me could get fired.”2. Source of power
Myth: Formal authority. “I will finally be on the top of the ladder”
Reality: “Everything but”. “Folks were wary, but you really had to earn it”

3. Desired outcome from employees
Myth: Control. “I must get compliance from my subordinates”
Reality: Commitment. “Compliance does not equal commitment.”

4. Managerial focus
Myth: Managing one-on-one. “My role is to build relationships with individual subordinates.”
Reality: Leading the team. “I need to create a culture that will allow the group to fulfill its potential”

5. Key challenge
Myth: Keeping the operation in working order. “My job is to make sure the operation runs smoothly”
Reality: Making changes that will make the team perform better. “I am responsible for initiating changes to enhance the group’s performance.”

16. What Great Managers Do – According to Buckingham (What Great Managers Do) what are the three things (levers) you need to know about someone to manage them well? Demonstrate your understanding by giving examples of each one. How do they relate to “playing chess”?

1. Strengths

2. Triggers for Good Performance – do they like verbal recognition; public or private etc

3. Learning Styles – Analytical, Doing, Watching

Like playing chess because no two pieces operate the same, you have to know how each of them works in order to play the best game.

17. How to Preempt Team Conflict – Explain the five conversations and give an example of how you might use each in your future career.

Luke Acted Stupider Than Felix

1. Look – spotting the difference – meant to see how team members mean to come off to another and how they actually do
2. Act – Misjudging behavior
3. Speak – dividing by language – define what you mean when you talk (cultural differences)
4. Think – occupying different mindsets – the way members think about the work they’re doing
5. Feel – charting emotions – how they convey feelings in a group

18. Who’s Got the Monkey – Discuss subordinate imposed time? What is it and why does it happen? What are three specific examples of this from the “Case of Missing Time”? How can it be avoided? Give an example of an instance where you experienced it? What was the outcome? What could have been done differently?

Self-imposed time is used by a manger to the things they originate or agree to do. A certain portion of this time will be taken by subordinates and it is called subordinate-imposed time.

1. A person from the warehouse didn’t come to work and the foreman (Noren) asks the boss (Chet) to find him someone to cover the position.
2. A folding room foreman asked for help finding temporary storage space for consolidating a carload shipment.
3. Talked to a pressman about his requested change of vacation schedule, had a heart to heart talk with a press helper who seemed to need frequent reassurance

Could have avoided by delegating

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