BOH4M1-1

Question 1

who is a manager and organization?

Answer 1

a manager is someone who both sports and is responsible for the work of others. Organizations are a collection of people that work together to serve 3 common characteristics (serve purpose, division of labour, hierarchy of authority)

Question 2

four functions of management

Answer 2

organizing, planning,leading, controlling

Question 3

3 skills of managers

Answer 3

human skills, technical skills, conceptual skils

Question 4

3 levels of managemt

Answer 4

top-leadership, empowerment, coaching
middle- problem solving, team building, talent development
lower level- emotional intelligance and coaching for performance

Question 5

top level managers

Answer 5

first line- 1)technical 2)human 3) conceptual
middle- 1)human 2) conceptual3)technical
top - 1)conceptual 2)human 3)Technical

Question 6

Big Five personality traits

Answer 6

openness, conscientiousness, extraversion, agreeableness, neuroticism

Question 7

six key competencies of a manager

Answer 7

communication, leadership, emotional problem-solving, conflict resolution, decision-making.

Question 8

managerial communication skills

Answer 8

don’t multi-task, don’t pontificate, use open-ended questions, go with the flow, if you don’t know say you don’t know, don’t equate your experience with others, try not to repeat yourself, stay out of the weeds, listen, be brief

Question 9

what are ethics

Answer 9

Ethics are the guiding principles by which people make decisions and live their lives. Individual behaviour is often judged as right or wrong, honest or dishonest, fair or unfair, and ethical or unethical.

Question 10

what is an ethical dilemma

Answer 10

An ethical dilemma arises where a manager is faced with a situation that offers a potential gain or benefit; but choosing to pursue the situation may be considered unfair, wrong, or dishonest.

Question 11

common forms of ethical dilemmas

Answer 11

(1) human resource issues, discrimination in hiring or promotion, harassment
(2) customer safety issues, e.g. unsafe products and services to gain profits
(3) conflict of interest issues, e.g. bribery or kickback in return for making a decision favourable to the giver
(4) use of corporate resources, e.g. employee using business assets for personal gain, business interest superseding Aboriginal land claims, and environmentally irresponsible choices

Question 12

process of dealing with an ethical dilemma

Answer 12

Step 1: Identify the Ethical Issues
This first step involves fully identifying the issue or dilemma and completely understanding the situation and why it might be problematic/unethical.

Step 2: Gather the Facts
Step two involves making sure you have all the facts and are able to gather evidence and other information, if required.

Step 3: Evaluate Alternative Actions
Based on the information at hand, the next step revolves around identifying possible alternatives. What are different ways the issue can be dealt with?

Step 4: Make the Decision
This step is selecting the best possible alternative approach, based on the information at hand.

Step 5: Act and Reflect on the Outcome
The last step involves putting the decision into action, and reflecting on the outcome. Sometimes, if the outcome is not satisfactory, this means going back to step 1 or 2 and revisiting the process.

Question 13

common social responsibility strategies

Answer 13

obstructionist strategy, defensive strategy, accommodating strategy, proactive strategy

Question 14

Classical management approaches

Answer 14

based on the idea that people work in a rational manner and are mostly driven by economic concerns: they work in the way that will allow them to make the most money.

Question 15

Scientific management approaches

Answer 15

Based on the work of Frederick Taylor, Scientific Management is based on the concept that it’s the manager’s goal to make as much possible money for the employer and employee.

Question 16

Administrative management approaches

Answer 16

He believed management could be taught..
He identified 14 principles that he taught to all aspiring managers:
1
Spocialization workers should have specihe tasks
234
Authority managerent has the right to give ordars
Discipline penalties if a worker is not pulling their weight
Unity of command a worker should have a single manager to answer ta
5. Unity of direction all should be working torrard the same goal
6. Subordination of individual interests goals of organization come before goals of any one person
7. Remuneration: fair pay
8, Centralization: authority should belong to only a few
9. Scalar chain: ned a clear chain of command
10. Order: clean tidy, safe, efficient workplace
11. Equity: faimess to all employees
12. Personnel tenure: minimize staff turnover
13. Anilative: welcare new ideas from stalf
14,
Esprit de corps: morale is important in the workplace

Question 17

Bureaucratic management approaches

Answer 17

Largely theorized by Max Weber, this management theory is largely concerned that managers in Germany were in positions of authority because of their social status, not because of their ability. and that organizations weren’t reaching their potential.
Bureaucracy a form of organization founded on logic, order, and legitimate authority.

Question 18

Filter behaviour management

Answer 18

Organizations are communities; managers and workers work together in harmony; neither group dominates the other.
• No micromanaging
• Decisions are made following discussion.
• The manager’s role is to help people cooperate
• Make every employee feel ownership (ex today: profit sharing)
• Private profits should be considered in relation to public good (today: ethics, corporate social responsibility) ie it’s good for a business to make money, but it should do so without causing any harm!

Question 19

Hawthorne behaviour management

Answer 19

Illumination Study:
to see if light levels would have an effect
productivity increased if lighting was increased, decreased, or not changed at all.
Relay Assembly Test room Studies:
• to see if worker fatigue affects productivity
selected six women to work in a separate room, and adjusted break times, work weeks etc.
productivity increased regardless of the change that was made. Researchers hypothesized being part of a team, being treated as special (working in a separate room), and having a sympathetic supervisor were the real reasons for the productivity increase.

Question 20

Maslows hierarchy of needs

Answer 20

Deficit Principle: People act to satisfy “deprived needs” (needs that aren’t yet met).
Progression Principle: Needs exist in a hierarchy; we only worry about meeting a need when the next lower level needs have been met

How does this relate to management?:
If we assume that a business is most productive when workers are creative, inspired, fulfilled and very happy, Maslow’s ideas are important! The basic and psychological needs must be met in order to have workers seeking to fulfill their need for self-actualization.
Think about how each level of need relates to conditions in a workplace, and how these needs could be met.

Question 21

Macgregor behaviour management

Answer 21

Douglas McGregor thought managers needed to pay more attention to social and self-actualizing needs of people at work. Managers tended to have either Theory X assumptions or Theory Y assumptions. He felt that a manager’s set of assumptions could become a self-fulfilling prophecy.

Question 22

Quantitative analysis and tools

Answer 22

When some management scholars were looking at human resources approaches to management, others were looking at the usefulness of mathematical and quantitative tools as aids in decision making Management science, or operations research

Question 23

Organizations as systems

Answer 23

It can be useful to view an organization as an open system. within which are many subsystems.
This view emphasizes that all parts of an organization must work cooperatively

Question 24

Contingency thinking

Answer 24

Contingency thinking is when management decisions are made after considering the demands of unique situations.
There is NO “one best way” to manage in all situations.

Question 25

Total quantity management

Answer 25

A commitment to continuous improvement, product quality, and customer needs.
• This commitment becomes part of the strategic plan
• Tally defects, analyze and trace them to the source, make corrections, record what happens
• 150 certification indicates conformity with a rigorous set of international quality standards, customers can trust that the highest levels of quality are being met!