Chat with us, powered by LiveChat ORIGINS OF MANAGEMENT – MANAGING ORGANISATIONAL | acewriters
+1(978)310-4246 credencewriters@gmail.com
  

TOPIC 1: ORIGINS OF MANAGEMENT PRACTICES Lecture + Robbins Ch. 11. Explain what is meant by ‘management’. In your answer discuss three foundation management studies and how each theory has contributed to our understanding of ‘management’.2. Explain what is meant by ‘management’. In your answer discuss the competing explanations of ‘management’. In your answer, draw on foundation management studies to justify each explanation.3. Fayol, Mintzberg and Katz studied and wrote about management – though each in a different way. Discuss the focus of each contribution for the management of contemporary organisations, and key similarities and differences between their findings.4. There has been a major shift in management thinking leading to the development of new models for management. Discuss the key features of the ‘network of teams” model and the role that managers play in managing a ‘network of teams’.TOPIC 2: MANAGING ORGANISATIONAL BEHAVIOUR Lecture + Robbins Ch. 81. Discuss how understanding of ‘attitude orientations’ and ‘perception’ can help managers be more effective. In your answer draw on the influences of each attitude orientation for managers, and how this can sometimes distort his/her perception of employees. Give examples to illustrate your answer.2. Discuss how understanding of personality can help managers be more effective. In your answer describe with examples the three ways in which behaviour is influenced by personality. Draw on the Five-Factor personality model to illustrate your answer.3. Discuss the three factors that affect motivation. In your answer, explain how attitude and personality can influence motivation. Give examples to illustrate your answer.4. Mintzberg proposed that ‘management as practice combines art, craft, and science.’ Discuss the various characteristics of managing under art, craft, and science. In your answer explain how each approach characteristic approaches strategy. Give examples to illustrate your answer.TOPIC 5: MANAGING CSR AND ETHICAL BEHAVIOUR Lecture + Robbins Ch. 21. Explain what is meant by ‘corporate social responsibility’ (CSR) and the implications for management. In your answer discuss the three organisational stances on CSR and the consequences for an organisation’s success or failure. Use examples to illustrate your answer.2. Discuss the evolution of corporate social responsibility (CSR) between the 1950s and today. In your answer draw on the influence of systems, culture and values on CSR. Discuss the implications of integrating CSR strategies for small, medium and large organisations in today’s society. Use examples to illustrate your answer.3. Secchi developed three theories of corporate social responsibility (CSR). Describe the differences between the three theories and give an example for each.4. You are a manager developing a corporate social responsibility (CSR) strategy for your organisation. Discuss with examples the influence of organisational culture and personal values when wanting to make an organisation more ethical. Use examples to illustrate your answer.TOPIC 6: MANAGERIAL LEADERSHIP Lecture + Robbins Ch. 3 & 111. Discuss two key leadership theories /models from the past 50 years and how each has contributed to our understanding of managerial leadership. Explain with examples the key characteristics of each theory/model that a contemporary manager might find useful to adopt.2. Critically discuss the underlying assumptions that leadership theories and models make. Draw on two theories or models to illustrate your answer. In your answer explain the implications for understanding behavioural leadership theories. Use examples to illustrate your answer.3. Critically discuss the key characteristics of the Bass and Avolio model of ‘Transformational Leadership’ and the ‘Leader-Member Exchange Theory’. Discuss the relevance of each for contemporary organisations. Use examples to illustrate your answer.4. Two ways to think of ‘leadership’ is through a ‘downstream’ and an ‘upstream’ lens. Explain how leadership is conceptualised with each approach, and its key characteristics. Use examples to illustrate your answer.

error: Content is protected !!