...outside the manager’s immediate work unit and chain of command. Decisions processers are highly political, and most planning is informed and adaptive. (Ref Page – 17) 2. Decision making and problem solving – different people involved in making a decision after disagree about the true nature of a problem and the likely outcomes of various solutions, due to different perspectives, assumptions and values typical of managers from different functional background and specialties. A prolonged, highly political decision involve important and complex problems for which no-ready –made, good solution are available when many affected parties have conflicting interests and when diffusion of power exists among the parties (Ref Page- 4) Planning- as a formal process of written objectives, strategies, polices, and budgets, cascading from top management down hierarchy. Some planning occurs but managers develop agendas consisting of goals and plans related to their job responsibilities and involving a variety of short term and long term issues. 3. Leaders Role- Managers are responsible for leading the subunit function as an integrated whole in pursuit of basic purpose. Provide guidance to subordinates, motivates and in hiring, training, directing, praising, critizing, promoting and dismissing, pervades all managerial activates. Liaison Role- includes behavior intend to establish and maintain a web of relationships with individuals and groups outside of a manager’s organizational...
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...levels of management. Organising is a process that commences the implementation of the plans that are set down by clarifying working and reporting relationships and effectively deploying resources towards the attainment of organizational goals. Directing involves leading and motivating employees to perform tasks assigned to them. Motivation and leadership are essential to direction. Leadership is influencing others to do what is asked of them and motivating is getting people to want to do it. Controlling is the function of monitoring the performance of the organization towards its goals. It involves establishing the required standards, realizing the discrepancies and then correcting the deviations, if any. Lastly, coordination is the essence of management. Although, it is not a direct function it is considered to be the hidden force that binds all the functions together. It ensures smooth working of the...
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...the functional areas of business. Planning Planning is the bedrock on which the other managerial functions operate. In order for a manager to create an environment where individuals are working together to achieve the organizational success, there must be planning. A manager’s job is to ensure that everyone understands the team’s goals and objectives and how to achieve them. Managers must establish the organization’s goals which outline what is needed, how to accomplish the company’s objectives and provide the allocated time to arrive at the stated goals. In addition managers are also required to provide the necessary steps in which to effectively implement the goals of the company. The final step in the planning role of a manager, is the evaluation process where they are able to assess the success of their plans and take corrective action when necessary. (Carpenter, Bauer & Erdogan, 2009). One of the most important planning processes of a company is the strategic planning concept, which is vital to the company’s survival, because it enables the business to maintain its competitive position in the market place. Managers must become strategic in their planning and decision making. The essence of the strategic planning process requires managers to define the direction of the organization and how to distribute its resources based on this strategy. Overall strategic planning deals with at least one or three key questions:...
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...productivity, and storage and communication of information. Xero™, for example, is a software company which offers financial, accounting, and inventory management packages which automate and generate financial reports as well as various other functions. The creation of these types of systems has had a profound impact on the decision making process within the contemporary dynamic workplace. As stated in Stata, R, 1989, “The new information system is helping managers on both sides to understand their business better and to make better decisions” This wave of new information technology brings new responsibilities and skill requirements for employees as well as presenting novel challenges and opportunities for organisations. With automation of many traditional roles, employees may find themselves either redundant or in need of retraining to deal with the influx of new technology. Modern managers are put in situations in which they must make ethically difficult and challenging decisions. In this instance this essay will look at the decision making process used to evaluate whether new information technology should be invested in, and in this circumstance whether the employee whose job will be made...
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...Terry Meyer Human Resource Management Continuing Case, Chapter 4—The Job Description 02/04/2016 1. After a thorough job analysis, Jennifer will have the information to write a job description for the managers. Though there’s no standard format for writing a job description, it should contain sections that cover: a. Job identification: A job identification will include the job title and whether the job is exempt or nonexempt; it may also include the immediate supervisor’s title and information regarding pay scale. b. Job summary: A job summary, of course, summarizes the essence of the job and includes its major functions and activities. c. Responsibilities and duties: This is the heart of the job description and comes from the job analysis. It should present a list of the job’s major duties and their descriptions. “Essential” job duties must be identified by placing an “E” before the statement to comply with ADA. d. Authority of incumbent: This would define the employee’s decision-making authority, who their direct supervisor or manager is, and any budgetary limits. e. Standards of performance: This lists what the business expects the employee to achieve for each of their duties and responsibilities. f. Working conditions: Working conditions and physical demands that relate to the essential functions of the position...
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...Money Ball Essay In today’s business world, any decision made by a manager can have serious implications on the progress of the organization. In addition to the intense pressure, the manager is also under constant scrutiny from his peers and supervisors. Keeping all this in mind, any soon-to-be business manager needs to be fully prepared to defend his decision making abilities. The book Moneyball gives a fair idea of this process, as the manager of the featured baseball team is faced with similar kinds of challenges. Q) With the limited resources in hand, how can a manger make the most effective decision? Every manager in modern world is faced with the limitation of resources. Organizations expect the manager to make effective decisions with a limited amount of resources on hand. This was the case with Billy, the manager of Oakland A’s baseball team. He had to select the best possible players for the club with only a limited amount of money at his disposal. It is very important for a manager to think outside the box in these situations. The manager has to understand that all his competitors have access to the same information and therefore, in order to outperform his competitors, the manager needs to be creative. By thinking outside of the box a manager is engaging in integrative thinking. As in the case of Billy, the manager needs to understand that market perception is not always right. The manager also has to learn from the experience of others. People learn with experience...
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...teams will manage themselves to get the work done.” This article further analyses the above statement while critically evaluating the leadership qualities of the author and the qualities which are required to become an effective executive or leader. LEADERSHIP For an individual to become a leader or a manager, the person requires the ability of taking responsibility. Manager’s responsibilities include company objectives and not their individual needs. Hence managers need to be committed towards the company objectives (Drucker, 1954). He further says that managers must understand the objectives of a firm, what the company expects from them and how their performance would be measured. The attitudes and views of all managers of a company must be compatible. Northouse (2007) defines leadership has been defined as a process by which an individual influences an employee or a group of individuals for achieving a common goal. Micromanaging refers to style of management in which the manager closely monitors or controls the employee’s work (Fracaro, 2007). Instead of providing general instructions regarding smaller jobs and supervising the larger issues, a micromanager observes and assesses each step. This behavior could adversely affect the communication between supervisor and employee, creativity,...
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...One of the main ethical dilemmas that a store manager working for Wal-Mart might be faced with is a conflict of interest. He/she has been placed into a situation where there is no right or wrong answer, but rather a right, and right answer. Does he choose the role of being a good manager, and risk the managerial position? Or does he act upon the “unethical” commands of his superiors in favor of keeping his job? Three underlying elements further complicating his decision to make ethical choices are discussed in this essay. These are identified as self interest, greed, and obedience to authority, and will be discussed using Ghillyer’s three-step process of analyzing the consequences, analyzing the actions, and making a decision where the ethical dilemma can be resolved, or at least diminished. Self interest could have been a contributing factor to his decision making, which resulted in a class-action lawsuit, costing the company $50 million. Self interest can be categorized under one of the three ethical theories, virtuous ethics, which places its value in living life according to the commitment to the achievement of a clear ideal. For example, “What sort of person would I like to become?” An ideal goal for the manager could be to provide a shelter, clothing, and food for himself and/or his family. These are the basic innate impulses or drives in human beings, that explain the well known evolutionary theory of Survival of the Fittest. In the Wal-Mart example, this is demonstrated...
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...organizations be more socially responsible. Much of the third-world countries has joined the global marketplace, creating a wider arena for sales and services. Organizations became responsible not only to stockholders (those who owned stock) but to a wider community of “stakeholders.” As a result of the above driving forces, organizations were required to adopt a “new paradigm,” or view on the world, to be more sensitive, flexible and adaptable to the demands and expectations of stakeholder demands. Many organizations have abandoned or are abandoning the traditional top-down, rigid and hierarchical structures to more “organic” and fluid forms. Today’s leaders and/or managers must deal with continual, rapid change. Managers faced with a major decision can no longer refer back to an earlier developed plan for direction. Management techniques must continually notice changes in the environment and organization, assess this change and manage change. Managing change does not mean controlling it, rather understanding it, adapting to it where necessary and guiding it when possible. Managers can’t know it all or reference resources for every situation. Managers must count on and listen more to their employees. Consequently, new forms of organizations are becoming more common, e.g., worker-centered teams, self-organizing and self-designing teams, etc. Definition of Management There are a variety of views about this term. Traditionally, the term...
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...describe the concept of managerial decision-making. It will look specifically at the ‘Rational Decision-Making Model’, exploring the shortcomings of this approach, and will suggest possible ways a manager could overcome these issues when striving to make a rational decision that will bring benefit to an organisation. Throughout this essay, empirical research and examples from academic literature will be presented to illustrate the discussion. Decision-making is arguably the single most important process in an organisation, being a basic task at all managerial levels. (Heraclious 1994) Rational Decision Making can be defined as choices that are consistent and value maximising within specified constraints. (Bergman, Coulter, Robbins & Stagg 2008) The ‘Rational Decision-Making Model’ is a structured process for essentially making a logically sound decision. The model is made up of a series of steps, with the details often varying, but generally including; recognition of the decision requirement, diagnosis and analysis of causes, development of alternatives, selection of alternative, implementation, evaluation and feedback. (Heraclious 1994) A person making a rational decision would be logical, fully objective, and would strive to select an alternative that maximises the likelihood of achieving their goal. (Bergman, Coulter, Robbins & Stagg 2008) There are a number of issues surrounding the effectiveness of the model for rational decision-making, and there has been a considerable...
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...nd utilized these functions. I use to work for Cafe’s Incorporated, a profit seeking organization, in Washington State, as a Store and restaurant manager. It is a simple structure business, but using a middle manager for each store, as well as the owners, or executives also and is also a fast paced restaurant that involves few managerial staff members. There was the owner’s, or the executive manager’s, the store manager or the middle manager then the assistant manager and kitchen manager, or front line manager’s. I reported directly to the owners, executive manager’s for all aspects of the business, and was responsible twentyfour hours a day for the store. As the Store Manager I was involved with all executive management, as well as front line management and all employee’s. I was responsible for assisting in planning aspects, such as strategic, tactical and operational goals, as well as tracking functions, structuring the environment and setting all expectations and development of all employee’s. [“Planning is a systematic process in which managers make decisions about future activities and the key goals that the organization intends to pursue. One primary...
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...hard. Throughout his book, “Defining Moments”, Joseph L. Badaracco Jr. explains the challenges managers face when making decisions on a daily basis and provides a framework for how to tackle those challenges. Early on, Badaracco explains how decisions between right and right (as opposed to right and wrong) are often the most difficult. Decisions like this can be seen as ‘defining moments’ because, according to Badaracco, they reveal, test, and shape a manager’s personal values as well as those of their organization. They also cause managers to come away with ‘dirty hands’, the unfortunate side effect of choosing one ‘right’ option over the other. It is how Badaracco puts these decisions in perspective that sets this book apart from other ethical decision-making books. ‘Defining Moments’ goes on to introduce a few real world cases that exemplify right versus right dilemmas. These examples demonstrate certain challenges that manager’s face, as well as serve to impress upon the reader the idea that there is almost never a clear-cut solution. The first case is that of Steve Lewis, a black analyst asked to represent his company’s diversity at a special presentation. The issue lies in whether he should sacrifice his personal values to satisfy his company’s request. Lewis’ case reveals how conflicts of personal integrity and moral identity shape one’s ultimate decision. A lot of thought must be given to choices that involve a matter of personal values in terms of who he is, what he...
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...REPUBLIC OF THE PHILIPPINES BULACAN STATE UNIVERSITY GRADUATE SCHOOL MALOLOS CITY, BULACAN A Concept Paper Submitted To DANILO D. FAUSTINO, Ed.D. Professor In Partial Fulfillment of the Requirement in the Course/Subject HUMAN BEHAVIOR IN ORGANIZATION Submitted by: SHEILLA P. DIEZ MAE – Educational Management There are several ways to define leadership. Experts have tried to define leadership using several aspects. A process that influences other people to achieve an objective and guides the organization in a way to make it more coherent and cohesive is called leadership. We can also define leadership as a process of leading people in the right direction in order to achieve goals. This gives me an idea on how will I describe my principal on how she leads us in achieving our goal in school setting. Our principal, Mrs. Maria Divina Amor C. Medina is a newly promoted principal from Obando, Bulacan with outstanding record of achievements as a grade VI teacher from Obando District. Being new to our school, Ma’am Divine (as what we call her) is a very jolly person. She always wears a smile to everyone in the school. Being a leader, she applies leadership attributes such as values, knowledge and skills to implement this process in our organization. Leadership ensures that that the organization works successfully and accomplishes the desired goals. Leadership is also defined as a process that can have a positive impact on others. It motivates people...
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...Agency Problems and the Theory of the Firm Author(s): Eugene F. Fama Reviewed work(s): Source: Journal of Political Economy, Vol. 88, No. 2 (Apr., 1980), pp. 288-307 Published by: The University of Chicago Press Stable URL: http://www.jstor.org/stable/1837292 . Accessed: 17/10/2012 15:40 Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use, available at . http://www.jstor.org/page/info/about/policies/terms.jsp . JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide range of content in a trusted digital archive. We use information technology and tools to increase productivity and facilitate new forms of scholarship. For more information about JSTOR, please contact support@jstor.org. . The University of Chicago Press is collaborating with JSTOR to digitize, preserve and extend access to Journal of Political Economy. http://www.jstor.org Agency Problems and the Theory of the Firm Eugene F. Fama Universityof Chicago This paper attempts to explain how the separation of security ownership and control, typical of large corporations, can be an efficient form of economic organization. We first set aside the presumption that a corporation has owners in any meaningful sense. The entrepreneur is also laid to rest, at least for the purposes of the large modern corporation. The two functions usually attributed to the entrepreneur-management and risk bearing-are treated...
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...Busi 310 Quiz 1 Managerial Roles Tasks a manager is expected to perform based on the position he or she holds in the organization Transformational Leader Inspires followers to achieve organizational goals Transactional Leader Clarifies Follower role and task requirements Interpersonal The managerial role of the figurehead, leader, or liaison Total Responsibility Management Groups that balance the demand for greater profits while remaining environmentally sensitive Referent Power The display of admirable characteristics that others seek to possess Managers Responsible for using resources to increase performance and profits Autocratic Manager Makes a decision and then informs the group about the decision Leadership The ability to influence others and is dependent upon whether the leader possess that which followers seek Organizational Management Applying general principles of systematic planning and problem solving to direct and supervise an organization Leaders Act as a change agents within the organization and can be classified as either Transformational or Transactional Bystanders Observe from the sidelines and disengage from their leaders and their organizations Expert Power Power an individual has when they possess a special knowledge, skill, or ability that others lack Competence Interpersonal and technical skill Planning The development of goals, which leads to the development of an overall strategy for achieving those...
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