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    HW 2

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    HW 2

    Uploaded by

    tung47cg
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    jejwjwwjwj

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    hw2

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    jejwjwwjwj

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    Download as docx, pdf, or txt
    6 views7 pages

    HW 2

    Uploaded by

    tung47cg
    jejwjwwjwj

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    of 7

    Hw2

    1, Efficiency is all about using resources wisely. It’s like cooking a meal with minimal
    ingredients and time while still making it taste good. Getting the most out of what you have.
    Effectiveness is about achieving your goals. It’s like planning a party and making sure everyone
    has a great time, regardless of the budget. Ensuring your efforts lead to the desired outcome.
    Efficiency refers to the optimal use of your resources, while effectiveness is concerned with the
    success of reaching your goals.

    2, Planning: Figuring out what you want to achieve and how to get there.
    Organizing: Setting up the resources and tasks needed to make those plans happen.
    Controlling: Keeping track of progress and making adjustments to stay on course.

    3, Planning is defined as setting goals and deciding how to achieve them.


    Organizing is defined as arranging tasks, people, and other resources to accomplish the work.
    Leading is defined as motivating, directing, and otherwise influencing people to work hard to
    achieve the organization's goals.
    Controlling is defined as monitoring performance, comparing it with goals, and taking cor-
    rective action as needed.

    4, Managing for Competitive Advantage, Managing for Information Technology-Dealing with


    the "New Normal" , Managing for Diversity, Managing for Globalization, Managing for Ethical
    Standards, Managing for Sustainability, Managing for Happiness and Meaningfulness .
    The most worrried challenge is managing ethical standards. Today, there’s a lot of focus on how
    companies behave, making it crucial for managers to uphold strong ethical standards. Doing so
    not only protects the organization’s reputation but also builds trust with employees, customers,
    and the community. Managers face tough decisions and must handle ethical dilemmas
    thoughtfully, ensuring their organizations act responsibly and align with core values.

    5, 1. Top Managers

    ● Role: Set the overall direction and strategy.


    ● Focus: Long-term goals and external opportunities.
    ● Titles: CEO, COO, President.
    ● Salary: High, often in the millions.

    2. Middle Managers

    ● Role: Implement plans from top managers.


    ● Focus: Coordinating teams and ensuring strategies are executed.
    ● Titles: Plant Manager, District Manager.
    ● Salary: $45,000 to $120,000.

    3. First-Line Managers

    ● Role: Direct daily tasks of employees.


    ● Focus: Short-term operations and performance management.
    ● Titles: Supervisor, Department Head.
    ● Salary: $35,000 to $65,000.

    4. Team Leaders

    ● Role: Facilitate team activities.


    ● Focus: Team collaboration and support.
    ● Titles: Varies; may not have formal authority.
    ● Salary: Varies widely.

    6,

    1. For-Profit Organizations

    ● Purpose: The main goal is to make money by providing products or services.


    ● Managers: Typically referred to as managers, they concentrate on profitability.
    ● Examples: Companies like Allstate, Zynga, and Amway.

    2. Nonprofit Organizations
    ● Purpose: These organizations aim to offer services without the intention of making a
    profit.
    ● Managers: Often called administrators, they focus on the effectiveness of the services
    provided.
    ● Examples: Institutions like hospitals, Stanford University, and the Salvation Army.

    3. Mutual-Benefit Organizations

    ● Purpose: Their goal is to promote the interests of their members.


    ● Managers: They oversee activities that support members and often engage in advocacy.
    ● Examples: Groups such as political parties, labor unions, and trade associations.

    7, Exceptional managers should focus on developing three essential skills:

    Technical skill refers to the specific knowledge and expertise needed in a particular field. These
    skills are especially important for lower-level managers, allowing them to perform their roles
    effectively.

    Conceptual Skills involve analytical thinking and understanding how different parts of the
    organization work together. Crucial for top managers, these skills help navigate complex issues
    and make strategic decisions.

    Human Skills This encompasses the ability to interact well with others, including motivating,
    communicating, and collaborating. "soft skills" are vital for all levels of management, fostering
    teamwork and a positive organizational culture.

    Although all three skills are important, developing human skills might be the most beneficial.
    These skills promote collaboration, strengthen relationships, and improve team dynamics, all of
    which are crucial for achieving success within an organization.

    8,

    Reliance on Verbal Communication


    Long Working Hours

    Fragmented Work

    Reliance on Verbal Communication: Managers still prioritize verbal communication through


    calls and meetings, as face-to-face interactions are essential for effective information sharing,
    despite the availability of digital tools.

    Long Working Hours: Many managers work over 50 hours a week due to job demands and the
    expectation to be constantly available.

    Fragmented Work: Managers’ days are filled with short, varied tasks and frequent
    interruptions. Technology increases distractions from emails and notifications, complicating time
    management further.

    9,

    I,Interpersonal Roles: These involve interacting with people both inside and outside the
    organization

    Leader: A manager holding regular one-on-one meetings with team members to provide
    feedback and support their professional development.

    Figurehead: A manager attending a company-wide meeting to introduce a new initiative,


    representing the organization's leadership.

    Liaison: A manager collaborating with a partner organization to create a joint project, fostering
    relationships that benefit both parties.
    II,Informational Roles: These focus on handling information effectively.

    Spokesperson: A manager speaking at a press conference to communicate the company’s


    response to a recent crisis.

    Monitor: A manager reviewing industry reports and competitor analyses to stay informed about
    market trends.

    Disseminator: A manager sending out a company-wide email to share updates on policy


    changes and project milestones.

    III,Decisional Roles: These involve making decisions based on information.

    Entrepreneur: A manager proposing and implementing a new product line based on customer
    feedback and market research.

    Disturbance Handler: A manager addressing a sudden staffing issue by reallocating resources


    to ensure project deadlines are met.

    Resource Allocator: A manager deciding how to distribute the budget among different
    departments to align with strategic priorities.

    Negotiator: A manager negotiating a contract with a supplier to secure better pricing and terms
    for the organization.

    (*) Examples of specific individuals who could embody each managerial role:

    I. Interpersonal Roles

    Leader: Satya Nadella, CEO of Microsoft, who regularly holds one-on-one meetings with
    employees to mentor and support their development.
    ● Figurehead: Mary Barra, CEO of General Motors, who represents the company at
    public events and introduces new initiatives.
    ● Liaison: Tim Cook, CEO of Apple, who collaborates with various tech partners to
    enhance product offerings and innovation.

    II. Informational Roles

    ● Spokesperson: Sundar Pichai, CEO of Alphabet Inc. (Google), who addresses the
    media during press conferences about company developments and responses to
    challenges.
    ● Monitor: Sheryl Sandberg, former COO of Facebook, who reviewed market analytics
    and social media trends to inform business strategies.
    ● Disseminator: Gina Bianchini, CEO of Mighty Networks, who regularly communicates
    updates and policy changes to her team via emails and meetings.

    III. Decisional Roles

    ● Entrepreneur: Howard Schultz, former CEO of Starbucks, who introduced innovative


    product lines and store concepts based on customer feedback.
    ● Disturbance Handler: Ajay Banga, former CEO of Mastercard, who effectively
    addressed operational challenges during the company's rapid expansion.
    ● Resource Allocator: Indra Nooyi, former CEO of PepsiCo, who strategically allocated
    the budget across various brands and initiatives to align with the company’s goals.
    ● Negotiator: Marillyn Hewson, former CEO of Lockheed Martin, who negotiated
    defense contracts and partnerships to secure favorable terms for the company.

    10,

    I want to be a manager because it offer several benefits:

    Access to Resources: Managers have resources and support from the organization to implement
    ideas effectively.
    Career Growth: Many organizations provide clear paths for advancement, allowing for
    professional development and increased leadership roles.

    Defined Responsibilities: Your roles and responsibilities are clear, making it easier to track your
    success and impact.

    Team Collaboration: As a manager, you lead and support a team, fostering strong relationships
    and collaboration.

    Structured Environment: You work within an established organization, which offers stability
    and clarity.

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